This study aims to understand the importance of event management companies and how they have been affected during the covid-19 pandemic.

Keywords:

Event management, Covid-19, Impacts, Industry

Bio

Mr. Keyur Sheth is the founder and Managing Director of Red Cherry Entertainment. He is a Man of many shades with numerous talents. Mr. Keyur Sheth is a businessman and has been active in the field of Media, Artist Management and Event Management for many years. He has executed multiple reality shows for Indian Hindi channels, he is a Brand Influencer Marketing and has organised numerous Live Concerts with top A list Artists from India and Internationally while organising Corporate events and much more. He has received several accolades and awards for successfully running this company from such a young age. Red Cherry Entertainment is successful globally over a period of 15 years. Recently Mr. Keyur Sheth has received the ‘2nd Dadasaheb Phalke Icon awards Films International 2023 Dubai’ as the ‘Youngest Entrepreneur in the Entertainment Industry’.

Abstract

Event management has become a societal norm through which individuals can undergo the process of creating and maintaining an event. Events are beneficial for individuals within societies to cultivate personal connections and network with individuals from different backgrounds. Through events, individuals within societies can appeal to target audiences, collaborate with future partners, identify sponsors, promote their work and improve their wellbeing. Historically, face-to-face interaction has been deemed as a dominant element of event management. This was affected by the unprecedented events of the covid-19 pandemic. This study aims to understand the importance of event management companies and how they have been affected during the covid-19 pandemic. Recommendations have been made to facilitate event management companies in contemporary life post-pandemic. A review of literature sources has been utilised for this study. Results have indicated the following: event management companies can provide creative ideas to help to ensure success and taking the pressure of organisers. In addition, economic impact on event management industries, social effects, and virtual event management has been discussed. This study has concluded that in the new normal world, face-to face events have resumed through utilising adapted strategies. Technology should be utilised as a tool to enhance event management; however financial planning is important for future events that may occur in an everchanging uncertain society.

Introduction

Event management has become a societal norm through which individuals can undergo the process of creating and maintaining an event. It can be defined as a well organised and well-planned occasion “with the view of meeting or achieving specific objectives for the benefit of a person, group of people, or an organization” (Mohd Kodri, et al., 2022). Event planners are the professionals within the business. Events are beneficial for individuals within societies to cultivate personal connections and network with other individuals from different backgrounds. Through events, individuals within societies can appeal to target audiences, collaborate with future partners, identify sponsors, promote their work, exchange ideas, participate in cultural activities, entertain their guests and improve their wellbeing. Events bring people together and are a platform for to create memories, celebrate and express themselves regardless of if it is a business venture, marriage, funeral or a live concert (Jones, 2017). In addition, large or small events are important despite it being for the purpose of making a profit including corporate business functions, exhibitions, parties or social events. Historically, face-to-face interaction has been deemed as a dominant element of event management. People interact with each other on a daily basis, hence the demand for organising events is high. Event managers are required to follow their client’s wishes and their preferred choices, all within the agreed budget agreed prior to the event.

Event management industries were affected by the unprecedented events of the coronavirus (covid-19) pandemic. The covid-19 pandemic caused global catastrophe affecting societies economically and socially. Many event management companies had to cease operation and cancel all live events and concerts that were due to take place. It was necessary for everyone to comply with regulations devised by national and international governing bodies to reduce transmission of covid-19. Global artists, performers and organisers all complied with the regulations and many refunded ticket sales or differed the purchases towards the next concert dates post-pandemic. Event management practitioners were required to find different methods through which they could sustain their companies (Madray, 2020).

In April 2020, research has illustrated within Figure 1 that eighty-seven percent of individuals participating in a survey held in America cancelled the events that they had planned, while sixty-six percent of then postponed them. It was suggested that many events were not cancelled during February 2020 however, the cancellation rates increased during the months between March 2020 and June 2020, largely due to governing body regulations of social distancing and bans on travel to ensure minimum transition of the virus.

Objectives

This study aims to understand the importance of event management companies and how they have been affected during the covid-19 pandemic. Recommendations have been made to facilitate event management companies in contemporary life post-pandemic. A review of literature sources has been utilised for this study using published and grey literature sources.

Results and Discussion

Results have indicated the following: event management companies can provide creative ideas to help facilitate success through taking the pressure of organisers. In addition, economic impact on event management industries, social effects, and virtual event management has been discussed.

Economic impact on event management industries

The event management industry is regarded as an important contributor of economic growth within nations around the world and is deemed as a sector of tourism that attracts the masses (Janiszewska, et al., 2021). The rapid growth of this industry pre-pandemic enabled local areas to thrive, as tourists heightened economic growth in areas. However, the covid-19 pandemic led to a dramatic reduction in the number of individuals that visited local regions affecting their economies. According to research more than six hundred and sixty-six million US dollars were lost due to event cancellations and approximately eighty-five employment positions were compromised (Mohd Kodri, et al., 2022).

Many companies within the event management industry participated in practices that were not organised well and very few events were held. It was only when governing bodies allowed the integration of individuals within their bubbles and in controlled environments that event management industries started to offer face to face services for events again from August 2020. In attempt to increase revenue and sustain businesses, event management companies started to utilise technological mediums to generate income. This was in the form of online webinars, live group chats and created live shows. Although attempts were made to generate revenue through this method, it was unmatched to the profit attained from face-to-face events. Although it was necessary for governing bodies to implement lockdown measures to protect global societies against the virus, it has created a great impact on global economies which is affecting nations in contemporary life.

Social effects

The lockdown regulations imposed by local and international governments contributed towards individuals staying away from public events or any gatherings. Social lives of individuals were affected as staying at home became habitual and a routine (Somani, 2021). Therefore, even when restrictions were lifted, individuals faced fears of travelling thus there was a reduction in the number of people attending public events. Research has also revealed heightened negative mental health impacts on individuals due to the covid-19 pandemic (Somani, The Impact of COVID-19 on Human Psychology, 2020). Hence attending social events, meeting new people, and listening to music have been highlighted as ways through which stress, anxiety and depression can be reduced. Event management companies have been required to ensure that they meet the needs of their clients while making certain that they network effectively and generate revenue. Events have the ability to heighten the onset of creating change as people are integrated together on one platform, and thus they can identify with the event and understand the cause that they are attending. Hence, face to face physical events provide golden opportunities for individuals to build relationships by combining emotions and creating impressions.

When events occurring due to the covid-19 pandemic restricted physical contact, event management companies were not able to organise face-to-face events. This highlighted the social needs of events within societies and importance was attached to people coming together for a specific purpose and socialise together. Hence, it was not surprising that even when covid-19 restrictions were eased there were many individuals that felt the need to attend events that were overcrowded (Olson, 2021). In contrast, some people that may have attended events prior to the pandemic did not attend, due to fears of large gatherings and feelings of social anxiety and catching the virus. Hence, event management companies found balancing both difficult until they discovered the use of effectively utilising technology for hybrid events. Figure 2 highlights the social benefits of events including community benefits, cultural and educational benefits. The social costs include quality of life concerns and community resource concerns all leading to satisfaction and loyalty. When individuals attend an event, they seek satisfaction which can be achieved through social benefits and costs.

Event management practitioners are calculated in how the event should run, including time keeping and order of events. However, the covid-19 pandemic created turbulence in achieving successful events due to the fact governing body rules and regulations needed to be followed. There was a need to ensure full cooperation and a mutual understanding between businesses within the event, the involved authorities, vendors and of course event management practitioners. In instances of disputes, there was a fundamental need for compromise and understanding, taking pressure of organisers to ensure a successful event. Event management companies utilised their expertise and creative skills to ensure clients are happy with their event and find ways in which they can progress to achieve a successful outcome. When event attendees are satisfied with the outcome, the event is deemed to be a success and they will return for future events.

Virtual event management

During the covid-19 pandemic, event management industries utilised virtual platforms and social media to interact with each other providing support and guidance. This could be in the form of sharing best practices or health and safety tips to ensure safety. In addition, as most of the public were accustomed to utilising interactive video conferencing software for various reasons like continuing education or for employment purposes (Somani, Progressing Organisational Behaviour towards a New Normal, 2021), event management companies started to carry out virtual events. This was an attempt to facilitate growth of the event management industry, hence virtual events were organised enabling the public to enjoy interactive events. They were able to watch performers online from the comfort of their homes while interacting with them on features embedded within the software like ‘chat’. In contemporary life, now that the world has opened its doors to social events again, many event organisations are utilising a hybrid model through which individuals can attend the event in person. Simultaneously, consumers that are unable to attend the event can the watch it via a live streaming link. This has been deemed as the best solution as consumers are offered both options and can attend either, dependent on what they prefer, despite limitation, suiting their comfort levels (Hanaei, et al., 2020). Consumers are choosing to involve themselves in both, therefore event management practitioners have become reliant upon a combination of physical face-to-face and virtual events (Gajjar & Parmar, 2020).

Conclusion

This study has concluded that in the new normal world, face-to face events have resumed through utilising adapted strategies. Understanding effects that the covid-19 pandemic has had on the event management industry; companies can learn from past events to ensure future events are not affected in the same way. Hence, contributing towards empowering and strengthening the business towards future success. Like many industries, the event management industry has faced much uncertainty. They have had to undergo numerous changes to ensure that they are sustainable and comply with national and international governing body regulations in the new normal world. It is evident that event management industries are continuing to actively change to ensure sustainable progression. However, there is a need to be aware of effects of covid-19 on the industry and how its future will be affected. Thus, it is recommended that event management companies learn from teachings of events experienced during the covid-19 pandemic and establish robust coping strategies to ensure sustainability when encountering future periods of uncertainty. Technology should be utilised as a tool to enhance event management in the following key areas, risk assessment and overcoming challenges, increasing company branding on global platforms, financial planning with cost-effective strategies. Swift implementation of strategies should be carried out at an accelerated rate to ensure positive progression and dynamic growth of the event management industry and future prosperity

References

Akyol, P. Y., & Şimşek, G. G. (2017). Analyzing the effects of social impacts of events on satisfaction and loyalty. Tourism Management, 367-378.

Gajjar, A., & Parmar, B. J. (2020). The impact of COVID-19 on event management industry in India. Global Journal of Management and Business Research.

Hanaei, S., Takian, A., Majdzadeh, R., Maboloc, C., Grossmann, I., Gomes, O., & Rezaei, N. (2020). Emerging Standards and the Hybrid Model for Organizing Scientific Events During and After the COVID19 Pandemic. Disaster Medicine and Public Health Preparedness, 1-6.

Janiszewska, D., Hannevik Lien, V., Kloskowski, D., Ossowska, L., Dragin-Jensen, C., Strzelecka, M., & Kwiatkowski, G. (2021). Effects of COVID-19 Infection Control Measures on the Festival and Event Sector in Poland and Norway. Sustainability, 13265.

Jones, M. (2017). Sustainable event management: A practical guide. Routledge.

Madray, J. S. (2020). The impact of COVID-19 on event management industry. International . International Journal of Engineering Applied Sciences and Technology, 2455-2143.

Mohd Kodri, A. N., Kunu Mohamed, D., Suhairi, M., S, Mohd Isa, A., Munazli, S. H., & Md Ali, N. A. (2022). The Impact of Covid 19 On the Event Management Industry. International Journal of Accounting, Finance and Business (IJAFB), 122 – 126.

Navarro, J. G. (2023). U.S. event professionals cancelling or postponing events due to COVID 19 in 2020. Statista.

Olson, E. (2021). Examining unauthorized events & gatherings in the COVID-19 pandemic. J. Conv. Event Tour, 177–183.

Somani, P. (2020). The Impact of COVID-19 on Human Psychology. In B. S. Lal, & N. Patel, Economics of Covid-19 Digital Health Education & Psychology (pp. 328-357). New Delhi: Adhyayan Publishers & Distributors.

Somani, P. (2021). Information Technology Challenges Faced during the Covid-19 Pandemic in Higher Education. International Journal of Latest Research in Engineering and Technology, 106.

Somani, P. (2021). Progressing Organisational Behaviour towards a New Normal. Journal of Economics, Finance and Management Studies, 1628-1633.

To understand the ‘digital leadership’ model. This model is a theoretical construct which represents the results. It is presented as an ideal type which may be generalisable, acting as a cognitive template for assessing the levels of digital leadership around the individual class and program leaders in pedagogical digital leadership.

Keywords

Leadership, Digital Age, 27st Century, Communication.

Bio

Prof. Dr. Parin Somani, Director of LOSD, is a distinguished Academic Scholar, TEDx Speaker, and Author, honoured with the title of Mrs Universe 2022 and crowned by Bollywood Actress Mahek Chahal. With 2 Academic and 6 Honorary Doctorates, she’s a multi award winner and humanitarian. She is a prolific author of 79 books, and a record-breaker recognized in Guinness World Records and multiple prestigious record books. She was invited to deliver a Keynote Speech at Harvard, Cambridge, Oxford University and many more. In her global travels to 727 countries, Prof. Dr. Parin Somani tirelessly contributes to education, women empowerment, and youth development.

Bio

Roxanne Boodhoo is an accomplished professional with a diverse and versatile background. Her extensive academic training has equipped her with various skills and knowledge, enabling her to excel in multiple roles. Roxanne is known for her strong work ethic, diligence, and commitment to undertaking any responsibilities assigned to her. She is deeply passionate about helping and supporting others, making her a compassionate and empathetic individual. Throughout her career, Roxanne has consistently demonstrated a dedication to making a positive impact through her professional work or community involvement, striving to uplift those around her.

Abstract

Effective leadership in today’s business environment demands more precise fine-tuning of functions and work processes, leading to higher levels of both task and people mastery. Business leaders’ mobility and control are increasingly shaped in the digital space, which leads to important changes in the requisites for their efficiency. Digital leadership and virtual organisations are necessary constructs supported by the potentials and real-life applications of a spectrum of modern information and communication technologies. The model adopted by organisations is dependent not only on digital strategic importance but also on structure characteristics. The purpose of the digital strategy is also important. In fact, the digital strategy can be system-oriented and oriented to the customer.

As digitization proliferates, digital strategies are tending to become a part of business strategy of the entity, encompassing not only operational and tactical areas but also being an important part of strategic areas at the corporate and business unit levels. The objective of this study is to understand the ‘digital leadership’ model. This model is a theoretical construct which represents the results. It is presented as an ideal-type which may be generalisable, acting as a cognitive template for assessing the levels of digital leadership around individual class and program leaders in pedagogical digital leadership. The study reports the results of original research about the strategies, models, and management practices in the digital era and indicates possible avenues.

One of the common assumptions is that digital transformation is an inevitable process and one of the most important innovations in the current period as it can trigger the development of companies, industries, sectors, and whole economies. Furthermore, there are numerous studies focused on the impact of digitalisation on business and economy, while less emphasis is placed on leadership the subject of this paper. The objective of the study was to gather and discuss the most significant developments, trends, theories, and strategies of the digital economy. The study summarising the above issues will provide a knowledge map for the development of digital leadership potential (Lokuge & Duan, 2023).

Digital transformation represents a significant focus in the academic and practitioner fields of business studies and management. This area has been increasing in importance since 2075 when digital transformation was first mentioned as a significant organization development factor and was highly ranked by the business management community. Although the issue of digital transformation is developing dynamically, few scientific disciplines discuss this matter, particularly from a point of view of business strategy. Despite the fact that the phenomenon of digital transformation itself is undisputed, it should be stressed that most scientific papers concentrate mainly on the detailed analysis of instant digital transformation within industries or companies; there are not many attempts to underpin general or strategic issues. For the purpose of this study, all papers in the domain of business strategy and digital transformation were analysed. There are also few attempts to present a comprehensive model of business strategies in the digital age.

Background and Rationale

The model adopted by organisations is dependent not only on digital strategic importance but also on structure characteristics. The purpose of the digital strategy is also important. In fact, the digital strategy can be system oriented and oriented to the customer. As digitisation proliferates, digital strategies are tending to become a part of business strategy of the entity, encompassing not only operational and tactical areas but also being an important part of strategic areas at the corporate and business unit levels. Moreover, in literature few studies exist about the digital governance and lifecycle management of digital strategic resources even if they are mandatory for the success of digital initiatives. New models were developed discussing the importance of various competencies in the organisations, including digital governance resources appropriate for digital transformation being aware about the opportunity of digital and solution that can be developed. These models not only introduce new critical success factors (see for both the attention to strategic level) but are also useful to pose critical reflection about dynamic requirements that could affect internal competences of organisations (D’Cruz et al., 2016).

The literature about digital transformation is aware of the challenges and benefits that come from it, but it does not often address the role of leaders managing this transformation (Cortellazzo et al., 2019).

Just a few decades ago, the goal of a strategy was the continuous improvement of existing conditions. In our opinion, a digital strategy should be understood as a logical system for differentiating managerial tasks at corporate, business, and functional levels. Strategic tasks solve questions about “what to do” in order to create and develop resources, how to manage them and control the value they should generate. Finally, they solve which approach would lead to a sustainable competitive advantage completely different from traditional ones. Conducting strategically directed activities is not only directed at improving existing areas, but includes a broad search for, and analysis of, new fields of activities such as processes, products, services, markets, customers, innovation, partnerships, competition etc. If you compare the traditional and the digital strategic approach, you will notice significant differences. Digital strategies should be thought of as the stewardship of digital resources and build on technology knowledge, skills, competences, leadership competences, organisational culture and governance. Moreover, digital strategies can be located at various levels of the enterprise and very often they should, in our opinion, be managed and developed in different structures rather than exploiting existing ones. Four models of deploying digital strategies have been identified by (Türk, 2023) with governance requirements increasing progressively.

1.2 Significance of the Study

At the SPD 4.0, smart maintenance units can be enabled through Industry 4.0 technology to execute maintenance-supporting work independent from, in time with, the scheduled production processes also include repair and retro fit as well as checking and re- evaluation tasks that are autonomous or with abridged machine and of connected production equipment. In connection with the option to store restoration and discrepancy recognition tasks in the course of the necessary digital master data, the SPD 4.0 becomes possible. This results in significant added value in that repair work is reported directly to the master data, which enables digitised process management for all affected production systems and physical components.

Digital Competence:

The courage to constantly change and further educate oneself. Digital transformation and Industry

4.0 pose new requirements for the design and operation of production systems. Veritable partnership collaboration, new digital services use cases in areas far beyond

circulated technology, and evolving company models need to be looked at in the context of NDE in relation to life cycle stages, life cycle phases, presentation sections, and useful lifetimes. In particular, the control strategy of NDE 1.0 has become outdated and has to be brought in line with digital transformation and Industry 4.0.

1.3 Scope and Structure

The paper aims to conceptualise and assess a new form of leadership, that is, digital leadership in 21st century. Specifically, the paper investigates different facets of digital leadership (role definition, characteristics, competencies, and leading factors) and formulates strategies and tactics for the new type of elite leaders who are shouldering radical digital transformation in organisations This study incorporates different digital leadership characteristics and its influence on organisational culture, strategic orientation and innovation performance.

1.4. Aim of the Research

Pedagogical leaders map out and make these technical, operational, resourcing and HR strategic decisions. Digital technology in education has now reached epidemic proportions in most formal educational institutions of the full range. Detailed research is required to forward more generalisable and effective pedagogical digital orbit interpretations for program leadership.

Program leadership research is identified as critical in digital “greenfield sites” where`’also-ran’ static seminars no longer cut it for student recruitment purposes. This research is important, as the social role and mission of universities are undergoing profound change due to the needs of society and the march of advancing technologies. For university leadership, digital transformation is a major concern. Senior leaders must understand digital trends more deeply in order to offer policy, guidance and HR responses to these managerial challenges from research (Wang et al., 2022). The objective of this study is to understand the ‘digital leadership’ model. This model is a theoretical construct which represents the results. It is presented as an ideal-type which may be generalisable, acting as a cognitive template for assessing the levels of digital leadership around individual class and program leaders in pedagogical digital leadership. This construct should indicate the levels of ‘digital orbit’ participants traverse between within its design, development, deployment and transformative cycles of bringing all staff digital operating systems online, with all the human resources implications this space station of advanced digital technology and pedagogy might conjure (Ghamrawi & M. Tamim, 2023).

2. Methodology

The development of digital technologies, the application of big data analytical methodologies, and the advent of artificial intelligence increasingly allow enterprises reach business strategic objectives through a path of exploratory innovation to afford dynamically capabilities of organisational adaptation, which replaces the traditional path of exploitative innovation supporting defensive mechanisms (Grigoriou, Doumpa, & Carre, 2013). As evidenced in related works, exploratory innovation is positioned as a part of an important diagnosis of the reasonable performance range to afford dynamic capabilities, especially in a constant need to respond to novel, radically or incremental technological advancements then apply learning mechanisms to internalise their uncertain impact with only scarce and uncertain cues (Romanelli & Tushman, 1994, 1996). This distinguishes the characteristic knowledge, and capabilities held by exploratory innovators are broader in scope to detect, develop, absorb, assimilate, and reconfigure into winning capabilities (Lavie & Rosenkopf, 2006). Thinking about the special resource accumulation process with respect to exploratory innovation strategy, to survive this reinforcing environmental turbulence will require executives lead and cultivate loyalty among personnel performing new ideas exploration, not simply reducing Florence nightingales related to Dynasties and so on. (Wang et al., 2022) In Jimenez (2019)’s viewpoint with respect to the first question, the development of digital technologies has produced several changes inside organisations, reshaping also the leadership roles. Some authors argue that these changes involve a simple transposition of past behaviours and competencies to the digital environment, whereas others anticipate a more radical remodelling of the concept of leadership. Some of the main impacts of digitalisation on leadership theory regard leaders’ tasks, the selection of leadership styles, and the required competencies. Recently, the scholars underscored the necessity of updating leadership development, outlining a shift from leaders to leaderships (Munir, 2018; Boccafurni & Del Giudice, 2019; Gilmore & Reilly, 2019).

In this new context, leadership becomes an attitude of exploration promoting connection, inclusion, cooperation, empowerment, communication, and learning (Day, 2001; Nahapiet & Ghoshal, 1998), and virtual leadership is a competencies-based approach to leading people across places, tasks acquiring through knowledge, skills, and attitude development (Avolio, Kahai, & Dundon, 2014).

In recent decades, the digital revolution has been radically reshaping the ways people operate in many aspects. This revolution has challenged leaders and forced them to shift their distinctive competencies to the digital context. The “leader-centric” approach might not be recognised and acceptable in the digital age.

2.1 Selection Criteria for Literature

Key themes related with the conceptualisation and operationalisation of digital leadership strategies, challenges and opportunities for the 21st century leaders, the impact on leadership, performance and resource pooling for success, digital leaders readiness indicator for the HR supply assurance and long-term success and finally the digital leader competencies and skill requirement such as tactical agility, strategic foresights, resistance to change, digital readiness and entrepreneurial behaviour were identified (Wang et al., 2022). The review background research identified certain research gaps including lack of comprehensive theoretical explanations of the positive and negative impacts of digital leaders on changes towards digital innovations, absence of empirical follow-up studies, lack of long-term studies, studies on digital leadership to develop measurement scales for transformational digital leaders, lack of theoretical supports and empirical studies for the development of transformational measures for digitalised mature and not-an organisations, lack of longitudinal studies and the inability to understand the digital leaders´ dynamic impacts in times of risks and crisis situations, lack of empirical follow-up cross industry observation studies on the long-term effects of digital leadership in connection to its cultural predictive models that are to be explicitly derived from the companies business model logic (Ciampi et al., 2021).

• Transform knowledge related to technology, digital business trends, drivers, and uncertainties into strategic and operational insights and thoughtful assessments that help organisations and their stakeholders understand what their shared future may hold, what could limit their possibilities and what actions they can take to mitigate future threats (visioning).
• Anticipate and internalise the new rules of business enabled by digital technology – through building and executing comprehensive digital business and technology strategy that aim to create valuable new digital concepts, business models, products, and services, while still fulfilling the Enterprise’s present strategies and operations.

Create options for fast responses in reaction to unforeseen opportunities, or competitive or market changes without compromising Enterprise’s long-term strategic initiatives (cultural flexibility).

• Execute the fit-to-purpose soft capabilities model that is ubiquitous across digital leadership and considers the ability to network (globally), with the objective of sharing industry specific standards and practices, knowledge and expertise (brain ware).

2.2 Data Collection and Analysis

This research study fed into the academic literature on strategy formation in the digital era by: firstly, providing new knowledge on digital strategies and their consequences, and secondly, closing a gap in understanding through addressing the qualitative, contextual and phenomenological aspects of the pursuit of digital strategies. This study provides a significant contribution to the academic discourse on strategic thinking and extends the knowledge ‘on the ground’ with individual perceptions and insights. Furthermore, it enriches the extant body of literature by questioning the established views through the specific phenomenon of digital strategies and contributes to a better understanding of digital strategies in practice (D’Cruz et al., 2016) (Khadpe et al., 2024).

3. Results and Discussion

Leaders need to be able to not only deploy technology and digital tools and systems to operate more effectively, but also understand how to facilitate authentic human connections in digitally mediated interactions. Presently, individuals rely in massive ways on both technology for formal agreements and processes and human interaction for important informal decisions and logistical planning. The result data might better help guide government, business, and educational decision makers who have an immediate influence on the direction of leadership development and training programs in the areas of leadership that staff report as underprepared in the digital world.

Leaders were defined as individuals who report being in mid to high-level positions in organisations, having the responsibilities of leadership over staff, and possessing supervisory powers. Leaders were surveyed about the skills and strategies that are crucial to motivating and retaining their employees in the digital age. With feedback from approximately 1500 data points, the researchers were able to identify various strategies and examine differences in responses across diverse sectors (service, utilities, healthcare, and education government). This research found different strategies and skillsets that leaders report as necessary commensurate with higher levels of leadership and discovered a growth in new and increased importance of a select set of leadership strategies and skills in these digital times. Data findings revealed how individuals in the lower two levels responded differently in importance to several items when compared to senior leaders from these corporations. Furthermore, this presentation will discuss the items such that differences can lead to a better understanding of ways to train and develop leaders who need to become more proficient in these high prevalence skill areas.

3.1 Emerging Strategies for Digital Leadership

Not many respondents say their organisation’s leadership practices keep pace with industry instability, motivation, and innovation, although most companies say their organisations are undertaking major transitions. Are business outcomes of their IT Ventures dependent on digital leadership for these leaders? We link replenishing and distributing the talent with posturing to reward and driving prosperity, as well as integrating IT and the organisation in various scenarios.

We find that IT experts who function in a powerful digital environment with replenishing and distributing skills could prevent the expertise and leadership qualities needed. Organisations that create talents provide a context in relation to a clear path to innovate and adjust. Companies utilising much of these mechanisms had wellness soon.

Digital leaders use innovative ideas and advanced authorisation tools, coupled with fresh team abilities, to remain competitive. They develop a digital leadership style and deal with fragmented, user driven companies. They initiate and support organisational alterations using experiences and analysis focused on digital leadership. They understand the required capabilities and utilise advanced authorisation mechanisms and skills to encourage digital alterations executed by a new generation of employees. Digital leaders build the digital capital of their organisations by assimilating the business side and collaborating to innovate with IT experts.

They steer in an implementation style of the next-gen control in which the digital network becomes the driving force, dynamically changing their leadership design for various scenarios. Although centuries of excellent leadership principles continue to have their place, leaders must produce innovative versions of these (and invent entirely new concepts and techniques) to keep pace with market disruption.

3.2 Key Challenges Faced by 21st Century Leaders

By complex leadership, we refer to a wide variety of situational, weather sensitive, models and definitions. We suggest that leadership in this matter means delivering thoughtful, systematic, directed, and differentiated rewards that maximise everyone’s advances and guarantee a great team that follows through to its total capacity.

In the face of several unexplained institutional challenges all over the globe, the key purpose of FCCE is to take a unique perspective toward establishing alliance relationships with “competent” employees in critical homeowner relationships, who realise and participate together with the SPL in the creation and distribution of critical knowledge. The distinction between acceptable and non-acceptable outputs, or the subjective skill in various roles, is underpinned by the identified community configuration. SPLs are a source of support, career advancements, and productivity profits, and FCCE is implemented. Today’s 21st century leaders are experiencing unparalleled waves of novelty, opposition, preparedness, and unanticipated problems than those at any time previously. In response, they seek out places of knowledge and experience relationships that allow them to examine and build upon their contributions as individuals, setting aside plans to lead their institutions to new degrees of development and economic influence.

This new set of leadership problems necessitates a new set of competencies and characteristics that will be difficult to demonstrate. The expanded pace and complexity of global developments have shattered the traditional divisions of work in which leaders operated, divided between a limited number of organisations. In our opinion, the leadership that overcomes limits, drives innovation and transformation forward, and maintains stability in complex dynamic professional environments is crucial. The process that revolves around the interests of SPLs in the context of the twenty-first century is being called cultivating FCCE.

3.3 Opportunities for Growth and Innovation

The key opportunities have arisen out of the complex and dynamically changing environment and falling prices for technological breakthroughs. In particular, through the continuously  revolutionising and renewing digital technologies, whether it is through the development of artificial intelligence, the improvement of wireless broadband, of mobile devices, and the development of social networks, big data, cloud computing, and the Internet of things, people find that the new technology is able to take tasks that have traditionally relied on human judgment and automate them faster, more effectively, and with better quality. As the costs of deploying and integrating information technology into all aspects of business and daily life are driven down, more people are able to take advantage of technology and have the means to experiment with many new innovations and innovations in how we do things. Figure 1 illustrates the conceptual framework factors of digital culture leadership for elementary education. The research concept includes the following primary elements and processes:

(1) Digital Leadership,   

(2)    Digital Culture,

(3) Change Management, and

(4) Digital Innovation.

Fig 1. (Chompoowong, P., et al. 2022)

Organisations should utilise these components to achieve digital transformation, fostering digital culture leadership necessary for managing organisations in the digital age.

As the emerging digital age ushers in a new era and reshapes our world, we not only face new challenges but also enjoy previously unattainable opportunities. The main opportunities witnessed in today’s more connected and digitised environment are, in particular, the following aspects: opportunities for growth and innovation, opportunities for women to participate in major roles, opportunities for mobile workers, opportunities for organisational agility, opportunities for democratised information, and opportunities for the “Green” movement. They make our life more enjoyable and help to better address a variety of 21st-century challenges. By collaborating and benefiting from such opportunities, people feel empowered and attain more satisfaction with enhanced quality of work and life.

Through a systematic review of literature and subsequent analysis, several findings from the study have been obtained. The important finding of the paper is that existing digital leaders are more capable of strategising, innovating, and exploiting digital technologies in the organisations, rather than leading only through a traditional style. This paper is based on review of related studies which are all about digital leadership, as the focused review of related literature has provided future direction as well. Many organisations in the digital age are profoundly investing their efforts to compete with others, thereby requiring digital leadership capabilities. The other findings indicate that digital leaders have significant roles in business strategy, organisational change and development (Türk, 2023).

Exploring the 21st century leadership strategies, challenges, and opportunities such as digital leadership and distributed leadership in organisations, this paper has systematically reviewed literature from scholars and practitioners over a 15-year period. The purpose of this paper is to acquaint the literature on digital leadership with the theoretical and practical approaches of leading through a digital lens in the organisations.In the traditional organisations, “top down” leadership was a dominant style which was changed to distributed leadership by scholars Sue Roffey, Lucy Knox, Leithwood and Montacute who have closely examined the conceptual dimensions of distributed leadership (World English Journal & Bilgin, 2024).

4.1 Summary of Key Findings

In industry 4.0 and 5.0 skills and talents distinguished by self-responsibility and self-organisation will be in increasingly high demand. But individualistic self- assertion to have own interests in focus can be more or less counter productive in collaborative work environments. In such cases competencies to effectively navigate social structures and to facilitate their change by engaging adaptive collective action for supporting emergence should receive greater credit. As an aspired overarching strategic imperative we recommend to find and apply orchestrative leadership styles. This has been the main inspiration to launch the leadership requirement engineering approach in the ManAI project with intention as a methodical base to develop and systematically assess a portfolio of pragmatically feasible leadership competences. (Paul Tiwari, 2022) Groups in every organisation seek to have more flexibility and the freedom to operate more autonomously.

4.2 Implications for Leadership Practice and Research

Moreover, a challenge is to determine which digital strategy business differentiation, tabletop, business transformation or fundamental has been deployed by whom and has been assessed in what way, either cognitively or intuitively. The challenge could be fruitful for future managerial studies. A first step for future research is to ascertain the feasibility of empirical support. The second and a more sophisticated step are to empirically ascertain the character of actual digital strategies. Future work might also present a deeper operational model for the deployment of digital strategies. Additionally, proceeds can be achieved by differentiating levels of the deployed strategies. Then, it remains to be seen whether the strategies operate in accomplishment or failing to attain critical objectives, within some serious sectors of the economy, such as industries and services.

A more intellectual challenge is the research into sub concepts and organisational implications and ramifications, up to the construal of a comprehensive and scientifically underpinned base-concept of digitalleadership (D’Cruz et al., 2016).

Leadership in a Digitally Transformed World: A Typology for Digital Leadership in Turbulent Times and Beyond is an article that makes recommendations for leadership practice. Digital leaders are advised to embrace a strategic digital mindset by using digital technologies to transform internal and external organisational processes and to develop digital capabilities that enable efficient digital leadership (Ghamrawi & M. Tamim, 2023). Both a blurred focus and an ambiguity upon the digital mindset components (e.g. process orientation, external orientation, innovation, resource efficiency, value creation), as well as the lack of an instrumental-how-to perspective on the development of digital capabilities contribute to the theoretical void in relation to digital strategies and leadership. The task of this research was to provide analytical intuitions and informed by the literature to build a conceptual framework that future empirical research and practical observations can learn from. The modern digital world has changed the context of organisational action and environmental rationalities. In our case, we dealt with four schools and four governance frameworks. Conversely, our sample seems not to have adhering with the digital leader mandate because a blurred operationalisation and understanding of digital leaders.

4.3 Recommendations for Future Research

In order to measure the effects of digital leadership on digital innovation and exploration, a comprehensive indicator system needs to take into account multiple levels. At the subsystem level, enterprises must implement methods that are able to measure how well the company manages digital activities and innovation processes and how effective they are (Wang et al., 2022). A second point of interest is innovation in a broader context. Beyond the limits of digital innovation, future research should explore how other leadership behaviours can significantly impact exploratory innovation performance. Furthermore, how to achieve a strategic orientation towards exploration and innovation is an interesting research question. Finally, it seems appropriate to imagine the possible relationships between digital leadership, organisational culture towards digital and also strategic orientation towards exploration and innovation. A model including all this elements could be very interesting to measure dynamic capabilities of digital organisation and it framework.

The paper identifies that leadership in digital organisations is evolving and its impact is becoming increasingly significant. Nevertheless, there is still lack of high-quality research in the field of digital leadership and there is also a lack of indicators measuring company management on digital innovation and exploration. Such indicators should incorporate the digital capability of ecosystems, competences suitable for leading people in the digital age, and the combination of vision, confidence, and strategy. Beyond these gaps, additional areas for future research are indicated in three major aspects.

References

Cabrera, M., Cruz, C., Novoa- Hernandez, P., A. Pelta, D., & Luis Verdegay, J. (2023). Trustworthy human-centric based Automated Decision Making Systems. [  PDF] Chompoowong, P., Karapakdee, J., Srisawat, S.,& Issaro, Sasitorn. (2022). Digital Culture Leadership in Elementary Education.

Ciampi, F., Faraoni, M., Ballerini, J., & Meli, F. (2021). The co-evolutionary relationship between digitalisation and organisational agility: Ongoing debates, theoretical developments and future research perspectives.  [PDF]

Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The Role of Leadership in a Digitalized World: A [PDF] Review. ncbi.nlm.nih.gov

D’Cruz, M., Timbrell, G., & Watson, J. (2016). Strategy in a Digital World.  [PDF]

Ghamrawi, N. & M. Tamim,R. (2023). A typology for digital leadership in higher education: the case of a large-scale mobile technology initiative (using tablets). ncbi.nlm.nih.gov

Khadpe, P., Le, L., Nowak, K., T. Iqbal, S., & Suh, J. (2024). DISCERN: Designing Decision Support Interfaces to Investigate the Complexities of Workplace Social Decision-Making With Line Managers. [  PDF]

Lokuge, S. & Duan, S. (2023). Exploring the Enablers of Digital Transformation in Small and Medium-Sized Enterprise. [  PDF]

Paul Tiwari, S. (2022). Organisational Competitiveness and Digital Governance Challenges. osf.io Samarasinghe, S. & Lokuge, S. (2022). Exploring the Critical Success Factors for  Data  Democratization.

Turk, A. (2023). Digital leadership role in developing business strategy suitable for digital transformation. ncbi.nlm.nih.gov

Vrana, J. & Singh, R. (2020). NDE 4.0 From Design Thinking to Strategy.  [PDF]

Wang, T., Lin, X., & Sheng, F. (2022). Digital leadership and exploratory innovation: From the dual perspectives of strategic orientation and organisational culture. ncbi.nlm.nih.gov

World English Journal, A. & Bilgin, R. (2024). Exploring Students’ Perceptions Towards 21st Century Skills Through Novel Applications: A Comparative Study among EFL Learners in Iraq. osf.io

Zhu, J., Zhang, B., Xie, M., & Cao, Q. (2022). Digital Leadership and Employee Creativity: The Role of Employee Job Crafting and Person-Organisation Fit. ncbi.nlm.nih.gov

Investigates the food safety practices and compliance requirements for home-based food businesses, aiming to enhance understanding and promote best practices in this growing sector.

Keywords

Home-based food businesses, Food safety regulations, Compliance requirements, Hygiene practices, Food safety management.

Bio

Omowunmi Olunloyo, known as Toks, is a multifaceted professional with over a decade of experience as a busy working mother coach, food technologist, bestselling author, film producer, and speaker. She has graced the airwaves of Reconcilers Radio, Hope FM, and Premier Christian Radio, and received prestigious accolades like the Courageous Award. As the Owner of Purple Patch Cereals, an award-winning breakfast cereal brand, she fulfils her dream of providing healthy food for health-conscious families. Toks also heads Peacock Omowunmi Production, releasing her debut movie “Hustle” to acclaim. Her journey from personal struggles to empowerment drives her mission to help women find purpose and fulfilment, showcased in her international bestselling books and The Purpose Driven Lady magazine. Respected for her loyalty and inspiration, Toks empowers busy working mothers to achieve their full potential. She resides in Burnham, South Buckinghamshire, with her husband and three children.

Abstract

The emergence of home- based food businesses has transformed the culinary landscape, offering unique and diverse food products to consumers. However, ensuring food safety in these ventures presents significant challenges due to the decentralized nature of production and the absence of stringent regulations. This research paper investigates the food safety practices and compliance requirements for home-based food businesses, aiming to enhance understanding and promote best practices in this growing sector.

Through a comprehensive literature review and analysis of regulatory frameworks, this study identifies key food safety risks associated with home-based food production, including microbial contamination, allergen cross-contact, and improper handling practices.

It examines the regulatory landscape governing home- based food businesses in various jurisdictions, highlighting differences in licensing, permitting, and inspection requirements. Moreover, the paper explores effective food safety management strategies tailored to the unique needs of home- based food entrepreneurs. It discusses the importance of proper hygiene, sanitation, and storage practices, as well as the implementation of Hazard Analysis and Critical Control Points (HACCP) principles. Additionally, the research evaluates the role of food safety training and education in promoting compliance and reducing foodborne illness risks.

Overall, this paper provides valuable insights into the complex interplay between food safety regulations and home-based food production. By fostering awareness and adherence to best practices, it seeks to mitigate risks and promote consumer confidence in the growing market of home- based food businesses.

Introduction

In recent years, the food industry has witnessed a significant shift towards decentralized food production, with a growing number of individuals venturing into home-based food businesses. This trend reflects a desire for culinary creativity, artisanal craftsmanship, and entrepreneurial innovation, as home cooks and food enthusiasts seek to share their passion with the broader community. From homemade preserves and baked goods to specialty condiments and ethnic delicacies, the offerings of home-based food businesses enrich local food markets and cater to diverse consumer preferences. However, amid this culinary renaissance, ensuring food safety remains a paramount concern.

Against this backdrop, this research endeavours to explore the intricate landscape of food safety practices and compliance requirements for home- based food businesses. The primary objective is to enhance understanding and promote best practices in this growing sector, thereby safeguarding consumer health and confidence. By conducting a comprehensive analysis of existing literature, regulatory frameworks, and industry standards, this study seeks to address the following key objectives:

1. To examine the regulatory background governing home-based food businesses, including licensing, permitting, and inspection requirements, across different jurisdictions.
2. To identify the primary food safety risks associated with home-based food production, such as microbial contamination, allergen cross-contact, and improper handling practices.
3. To explore effective food safety management strategies tailored to the unique needs and challenges of home-based food entrepreneurs.
4.  To assess the role of food safety training and education in promoting compliance and reducing the incidence of foodborne illness in home- based settings.

5. To provide practical recommendations and guidelines for enhancing food safety practices and regulatory compliance among home-based food businesses.

The scope of this study encompasses a broad range of topics related to food safety in home-based settings, including hygiene practices, hygiene standards, hazard analysis, and critical control points (HACCP), allergen management, and quality assurance. Through a systematic examination of these issues, this research aims to contribute to the ongoing dialogue on food safety and regulation, offering insights and recommendations to support the sustainable growth and development of home-based food businesses.

According to Department for Business & Trade (2024) “the UK’s food and drink industry are the country’s biggest manufacturing sector by turnover, valued at £104.4 billion. It is larger than the automotive and aerospace industries combined”.

BBC (2021) pointed out that “about 44% of new food businesses started since the first lockdown are home- based, according to a new centralised online registration system used by 200 local authorities, the Food Standards Agency (FSA) has revealed.

Methodology

The research methodology employed in this study aims to investigate food safety practices and compliance requirements for home- based food businesses through a multi-faceted approach. The methodology encompasses both qualitative and quantitative research methods to gather comprehensive data and insights from various sources.

1. Literature Review:

The study begins with an extensive review of existing literature on food and policies play a crucial role in shaping food safety practices for home-based businesses.

These documents delineate the legal obligations and responsibilities of home- based food entrepreneurs safety in home-based food businesses. Scholarly articles, academic journals, government regulations, industry reports, and consumer studies are scrutinized to establish a foundational understanding of the subject matter and identify key research gaps. The literature review delves into a wide array of sources to provide a comprehensive understanding of food safety practices and compliance requirements for home-based food businesses. It synthesizes existing research, regulatory guidelines, industry standards, and best practices to illuminate the covering aspects such as food handling, storage, labelling, and sanitation.

Furthermore, industry reports and white papers offer valuable insights into complexities and nuances of this topic. These studies often explore the importance of food safety education and training for entrepreneurs, as well as the challenges they face in maintaining hygiene standards and preventing foodborne illnesses. Additionally, research articles may analyse the impact of regulatory frameworks on home-based food production and distribution, highlighting gaps in enforcement and areas for improvement.

Government regulations emerging trends, technologies, and innovations in food safety management. These resources often provide case studies and practical recommendations for enhancing food safety practices in home-based settings. By analysing industry perspectives and best practices, the literature review identifies strategies for mitigating risks and improving compliance with food safety standards.

Finally, the review explores consumer attitudes and behaviours regarding food safety in the home-based food sector. Studies on consumer perceptions, preferences, and trust in homemade food products shed light on the factors influencing purchasing decisions and market demand. Understanding consumer expectations and concerns is essential for home-based food businesses to build trust and credibility with their target audience. In summary, the literature review synthesizes a diverse range of sources to offer a comprehensive overview of food safety practices and compliance requirements for home-based food businesses. By examining scholarly research, regulatory guidelines, industry reports, and consumer insights, the review identifies key trends, challenges, and opportunities in this dynamic and evolving field.

2. Survey Design:

A structured survey instrument is developed to collect primary data from home-based food entrepreneurs. The survey includes questions designed to assess entrepreneurs’ knowledge, attitudes, and behaviours related to food safety practices and compliance requirements. It also explores their experiences, challenges, and perceptions regarding regulatory compliance and enforcement.

3. Sampling Strategy:

A purposive sampling approach is employed to select a diverse sample of home-based food businesses across different geographic locations, product categories, and business sizes. The sample may include participants from various food sectors, such as baked goods, confections, preserved foods, and artisanal products.

4. Data Collection:

The survey is administered electronically to participants, allowing for efficient data collection and analysis. Participants are provided with clear instructions and informed consent procedures to ensure ethical research practices. Data collection may also involve semi- structured interviews or focus groups with key stakeholders, such as regulatory officials, industry experts, and consumers.

5. Data Analysis:

Quantitative data collected from the survey responses are analysed using statistical methods to identify patterns, trends, and correlations related to food safety practices and compliance levels. Qualitative data from interviews or focus groups are analysed thematically to extract meaningful insights and narratives.

6.Triangulation:

To enhance the validity and reliability of the findings, triangulation of data sources and methods is employed. Triangulation involves comparing and contrasting findings from different sources to corroborate evidence and identify converging themes or discrepancies.

7. Ethical Considerations:

The research adheres to ethical guidelines and protocols to protect the rights and confidentiality of participants. Informed consent is obtained from all participants, and measures are implemented to ensure data security and privacy.

By employing a rigorous research methodology that combines literature review, survey design, sampling strategy, data collection, analysis, triangulation, and ethical considerations, this study aims to provide valuable insights into food safety practices and compliance requirements for home-based food businesses.

Results and Discussion

The results section provides a summary of the key findings related to food safety practices and compliance requirements for home-based food businesses. This may include information on the level of awareness and adherence to food safety regulations among home- based food entrepreneurs, common challenges faced in maintaining food safety standards, and areas for improvement in food safety management practices.

The results of this research provide valuable insights into the regulatory landscape, food safety risks, management strategies, training impact, and practical recommendations for home-based food businesses. Here’s an elaboration on the results of each objective:

1. Regulatory Background:

The research findings reveal a diverse regulatory background governing home-based food businesses across different jurisdictions. While some regions have stringent licensing and permitting requirements, others may have more lenient regulations. Variations in inspection protocols and enforcement mechanisms are also observed. Overall, the results highlight the need for a comprehensive understanding of regulatory requirements to ensure compliance and mitigate legal risks for home-based food entrepreneurs.

2. Food Safety Risks:

The research identifies several primary food safety risks associated with home- based food production, including microbial contamination, allergen cross-contact, and improper handling practices. Microbial contamination may arise from inadequate sanitation, while allergen cross-contact can occur due to insufficient separation of ingredients. Improper handling practices, such as improper storage or inadequate cooking temperatures, also pose significant risks. By delineating these risks, the research underscores the importance of implementing robust food safety measures to prevent foodborne illness.

3. Management Strategies:

The research explores effective food safety management strategies tailored to the unique needs of home-based food entrepreneurs. Key strategies include implementing sanitation protocols, developing allergen management procedures, and maintaining proper temperature controls. Additionally, establishing clear food handling guidelines and implementing hazard analysis and critical control points (HACCP) plans are recommended. These management strategies aim to minimize food safety risks and ensure compliance with regulatory requirements.

4. Traiing Impact:

The research assesses the role of food safety training and education in promoting compliance and reducing the incidence of foodborne illness in home-based settings. Findings indicate that comprehensive training programs can significantly improve food safety knowledge and practices among home- based food entrepreneurs. However, access to quality training resources and participation rates may vary. Efforts to enhance training accessibility and effectiveness are warranted to maximize the impact of education on compliance and public health outcomes.

5. Practical Recommendations:

Based on the research findings, practical recommendations and guidelines are provided to enhance food safety practices and regulatory compliance among home- based food businesses. These recommendations include developing standardized food safety training programs, enhancing regulatory transparency, and fostering collaboration between regulatory agencies and home-based food entrepreneurs. By implementing these recommendations, home- based food businesses can strengthen their food safety practices, protect public health, and contribute to a safer food supply chain.

Conclusion

The conclusion summarizes the key findings of the study and provides a concise overview of the implications and significance of the research. It restates the research objectives and discusses how the study contributes to the existing knowledge base on food safety practices and compliance requirements for home-based food businesses.

The conclusion of this research highlights the significance of addressing regulatory compliance and food safety practices in home-based food businesses to ensure public health and consumer confidence. By examining the regulatory landscape, food safety risks, management strategies, training impact, and practical recommendations, several key insights emerge.

Firstly, it is evident that home-based food businesses operate within a complex regulatory environment characterized by varying licensing, permitting, and inspection requirements across different jurisdictions.

This diversity underscores the need for home-based food entrepreneurs to stay informed about local regulations and proactively engage with regulatory authorities to ensure compliance.

Thirdly, the role of food safety training and education in promoting compliance and reducing the incidence of foodborne illness is underscored. Comprehensive training programs tailored to the unique needs of home- based food entrepreneurs can enhance food safety knowledge and practices, contributing to improved regulatory compliance and consumer safety.

In conclusion, the findings of this research underscore the critical importance of prioritizing food safety and regulatory compliance in home-based food businesses. By adopting proactive measures, such as implementing effective management strategies, investing in quality training programs, and adhering to regulatory requirements, home-based food entrepreneurs can enhance the safety and quality of their products, foster consumer trust, and contribute food industry.

References

Department for Business & Trade. (2024). Food and Drink. Retrieved from Department for Business & Trade: https://www.great.gov.uk/i nternational/content/inves tment/sectors/food- anddrink/#:~:text=The%20 UK’s%20food%20and%20d rink,automotive%20and%2 0aerospace%20industries% 20combined.

Department for Environment Food & Rural Affairs. (2024). Food statistics in your pocket. Retrieved from Department for Environment Food & Rural Affairs: https://www.gov.uk/govern ment/statistics/food- statistics-pocketbook/food- statistics-in-your-pocket

BBC News. (2021). At-home food selling concerning. Retrieved from BBC News: https://www.bbc.co.uk/ne ws/business- 56032785#:~:text=About%2 044%25%20of%20new%20food,Agency%20(FSA)%20h as%20revealed.

Food Standard Agency. The food regulatory system. Retrieved from Food Standard Agency: https://www.food.gov.uk/abo ut-us/the-food-regulatory- system

Science Direct. (2024). Methods and measures in food service food safety research: A review of the published literature. Retrieved from Science Direct: https://www.sciencedirect.co m/science/article/pii/S24058 44024078292

Science Direct. (2019). A study of food safety knowledge, practice and training among food handlers in Ireland. Retrieved from Science Direct: https://www.sciencedirect.co m/science/article/abs/pii/S09 56773579302312

In this research paper there has been an aim to focus on the current issues women are facing, including: barriers for women to obtain leadership positions, and the consequences of unfair treatment.

Keywords:

Women, Leadership, Gender Parity, Workplace

Bio

Dr. Parul Begum is an international keynote speaker, award-winning life and leadership coach, and best-selling author. Dr Parul Begum has delivered thought-provoking keynotes to some of the industry’s most prominent corporations and organizations, including Global Women Club London, Global Woman Club Accra, and Relationship Communication Group based in the United States,/. Dr. Parul champions the success of women and young girls who desire to build a sustainable life after harassment or abuse. As a Specialist Safeguarding Trainer. Dr. Parul serves as CEO and Founder of Arzaf Coaching Consultancy & Training Ltd, a global company that helps women who have experienced adversity in life, such as domestic violence, sexual abuse, or childhood trauma. Dr. Parul hosts a wildly popular podcast broadcast live on YouTube, Parul is the contributing author of the Amazon #1 best-selling book, Strong and Free Vol2. She has authored two eBooks: Boost Your Confidence in 7 Days and 7 Secrets to Unshakeable Confidence.

Abstract

Gender equality is vital in contemporary life, essentially for economic prosperity and for a safer and healthier society. Legislations have been implemented within countries globally to ensure gender equality, because it is a basic human right. Despite efforts that have been made to ensure gender equality, women are still marginalised within societies. In addition, gender parity remains to be the biggest obstacle for women to secure leadership positions in the corporate world. Men are still often viewed as more competent and capable of leadership roles in comparison to women, even when they hold identical qualifications. Hence, it is becoming increasingly challenging for women to keep their political career alive. In this research paper there has been an aim to focus on the current issues women are facing, including: barriers for women to obtain leadership positions, and the consequences of unfair treatment. This study has been conducted through research using published literature and personal experiences of the author, in addition to one-to-one sessions and online group sessions consisting of over 100 women from across the UK, and worldwide. Results have discussed the following: Women in the workplace, women in politics, casework, problems and the consequence of gender parity; including pregnancy, sexual harassment, and the impact of online misogyny on young people. This study provides recommendations on how individuals and communities can all work together to create an equal society.

Introduction

Gender equality is a vital in contemporary life, essentially for economic prosperity and for a safer and healthier society. Legislations have been implemented within countries globally to ensure gender equality because it is a basic human right (Somani, 2022). Despite efforts that have been made via ongoing campaigns, debates and historical suffragettes, women are still discriminated against whether it be at home, in society, at their workplace or in their political careers, regardless of the country they are living in. For example, in 2022 ruling by the USA supreme court took away women rights over their body (Glenza, Pengelly, & Levin, 2022). After the Taliban took over in 2021, the women within Afghanistan have been denied their basic rights to education (Brown, 2022). Whether women live in the western or eastern world, they still struggle for their rights. Several questions arise:

• When are women going to receive their fair share at home, in their workplace and in their society?
• Why are women still marginalised?
• Why are men not willing to give women their equal share of the stake in the society?

Unfortunately, within contemporary life, misogyny remains the biggest threat in this modern world.

Objectives

In this research paper there has been an aim to focus on the current issues women are facing, including: barriers for women to obtain leadership positions, and the consequences of unfair treatment.

Methodology

This study has been conducted through research using published literature journal articles, trusted website content, newspapers and reports. The author’s vast personal experiences within the field, in addition to findings from one-to-one sessions, and online group sessions consisting of over 100 women from across the UK, and worldwide.

Results and Discussion

Women in workplace

According to research, it is evident that men are dominantly recruited to positions of power in contrast to women. This was highlighted in Jan 2023, when Fortune 500 recorded 53 CEOs, however less than 1% were women of colour (Hinchliffe, 2023). In March 2023 USANews.com reported that they have estimated (globally) less than a third of leadership positions are held by females. Even in the USA only 37% leadership position are held by females and in Canada is 35% despite women comprising of 47% (USA) and 46% (Canada) of the workforce (Ariella, 2022). In the UK there are 7 women in the top leadership positions on FTSE 100 (Morningstar, 2023).

Women in Politics

In February 2023, globally there were 19 women serving as Head of State and 16 serving as Head of Government. In the UK 35% of members in the House of Commons are women, compared to Rwanda, Cuba and Nicaragua where there are more female members in the House of Commons/Parliament (UN, 2023). In both politics and public life within the UK, women have been historically underrepresented. Figure 1 illustrates the number of female MPs elected in general election in the UK between 1979 and 2019. Although the percentage of female’s have increased gradually, it is still lower than their male counterparts.

In the world only 26.5% of parliamentarians in single or lower houses are women which is an 11% increase from 1995. Only six countries in the world have 50% or more women in parliament or lower houses (Uberoi, et al., 2023). It is estimated that at the current rate of progress, gender parity in national legislative bodies will not be achieved before 2063. Recently there were a number of females who stood down from their position including countries such as: Finland, Scotland and New Zealand (West-Knights, 2023).

In January 2023, the Fawcett Society launched a research report called ‘A HOUSE FOR EVERYONEA CASE FOR MODERNISING PARLIAMENT’. This report highlights the challenges that female MPs had to face. It included a lack of support systems, online abuse, sexism, racism and ableism. The report identified a number of ”push and pull factors” that impacted MPs’ decisions to stay or leave Parliament (Fawcett, 2022).

When Jacinda Arden the Newzeland’s PM left the office, BBC questioned her saying “can women have it all”? (AFP, 2023) . A successful Prime Minister who served her country for 6 years and had children while she was a serving minister. However, when she decided to have some time to herself and for her family, she was questioned because she is a woman. It is evident that men have not been questioned in the same manner in the public domain, leading to gender differences and a sexism backlash where the BBC admitted error.

Case work/ Master Class

Personal experiences of having run over 10 online masterclasses consisting of approximately 100 women, and 1-2-1 case work with 20 women during the covid-19 pandemic and after have indicated two great challenges:

• Low self-confidence
• Financial instability

Women who were going through domestic abuse, lacked self-confidence to obtain support or do something for themselves, and the fear of not having a job or business to support themselves or their children. Hence, many women chose to remain in unhappy and violent relationships. The other group of women were within employment positions; however, they possessed a lack of self-confidence to climb up the career ladder, speak up at meetings or even ask for a pay rise. Therefore, a lack of self-confidence appeared to be the greatest barrier for women to become a self -leader or a leader in their organisation. Findings from this research has led to the initiation of organisations including ‘Boost Your Confidence Academy for women and teens’ to enable individuals to cultivate self-confidence.

Problem & Consequence of gender parity

Gender bias is one of the biggest barriers for women seeking leadership roles. Men are often seen as more competent and capable leadership than women, even when they have the same qualifications. One of the biggest challenges females face, is when they give birth. It is evident that career orientated women have delayed having children due to the fact they are not given the same opportunity to climb up the career ladder as their male counterpart, particulalry as they require maternity leave to have a child (Allen, 2022).

Sexual harassment, bullying, hostile work environments and subtle biases are still obstacles. In addition, women of colour and disabled individuals are revealed to face even further obstacles (Stamarski & Son Hing, 2015). Women have been identified as multi-taskers, resilient, result-orientated and are perceived as more capable of balancing life and work than men. However, women are still questioned on their abilities within modern day society despite the implementation of gender equality legislations. Women should be getting equal pay and equal treatment without question. The gender pay gap can be witnessed in big corporations like the BBC, where on 24 February 2020, the London Central Employment Tribunal ruled that female BBC journalist Samira Ahmed should get the same pay as her male counterpart because they were hosting the same programme (IFJ, 2021). She won the case and it had a positive impact on numerous other women who faced the same challenges.

According to world bank, only 6 countries give equal footprints to women and they are: Belgium, Denmark, France, Latvia, Luxembourg and Sweden (Lamble, 2019). Therefore, whether women live in the eastern or western world they still face discrimination because of their gender. Women in Afghanistan are denied the right to education; while women in the USA are denied the right over their own body because of the anti-abortion laws.

Impact of online misogyny on young people

Many actors, celebrities and influencers can create long-term impacts on individuals in society contributing to societal behaviours. Therefore, when celebrities make sexist remarks or portray sexist behaviours, their appeal influences the behaviour of boys and young men that look up to them. Such an example is Andrew Tate who is a controversial personality and a self-described misogynist (Will, 2023). Online misogyny presents parents and caregivers with many challenges that have never been faced by previous generations. Contemporary forms can range from internet safety to the normalization of sexist views. For example, video games like Grand theft Auto portrays sexual violence against women as something that is normal (Rights4girls, 2019).

Witnessing frequent domestic violence within the home environment, also has a big impact on global societies. For example, upon fleeing DV to go and seek refuge, a teenaged son pushed his mother down the stairs. Upon being questioned why he did it, he answered that he had seen his father pushing his mother in the same way on many occasions and he thought it was a normal behaviour. Therefore, it is important that individuals are taught that misogyny and violence against women is prohibited and facilitate them towards being educated on gender equality and respect.

Conclusion

It is evident through this research that substantial gender inequalities exist within global societies. Although attempts have been made towards ensuring gender equality, there is immense work that is still required. Until men see women as equal partners and give equal opportunities to women, it is likely that women will continue to face the same challenges.

Children need to be educated on the notions of gender equality from a very young age, together with value and a good regard for women. Without the underlying foundation of respect for women within global societies, women will be unable to achieve the status of gender equality that is desired to create further change.

Several ways of help women to reach their full potential and achieve their dreams have been identified through the following recommendations.

Recommendations

1. Develop self-confidence.

During the covid-19 pandemic a multitude of women faced domestic violence. A survey conducted within England and Wales between March 2019 and 2020 revealed that 1.6 million women had experienced domestic abuse. Thus, highlighting an increase of 7% of domestic abuse crimes recorded by the police (Harvard, 2021).

Two clear points were repeatedly appearing within the study:

• Due to a lack of self-confidence, women were stuck in a relationship for 30- 40 years because they were afraid that they could not run themselves or provide for themselves or their children.
• A lack of financial support, as women either did not have a job or they did not have enough income to sustain themselves and their families.

2. Have a clear vision.

Creating a vision board helps to physically see a vision, which actively contributes to designing a desired life. It is important to ensure that the vision created is relevant to life’s desires. Clarity must be present on “Why?” the desired life is visioned. The stronger an individual’s understanding to “Why” they would like to achieve that dream, the quicker they will be able to realise and achieve it. To succeed in the vision, individuals require a planned course of action (SMART), a vision board, and public accountability.

Having the day fully planned means that individuals do not waste any of their precious time trying to figure out what needs to be done next, nor run the risk of missing important things. Planning life provides individuals with the control to make personal choices and decisions, opposed to leaving things up to chance, or worse yet, letting others make their decisions.

3. Create a daily habit.

Creating a routine that turns into a habitual task facilitates individuals towards reaching their goals. The act of a routine executed every day, takes individuals one step closer to their goal. John Maxwell talks about the Law of Consistency which supports the daily habit. It may help to create a list of positive daily habits that are conducted, if there is not anything in place it would be advantageous to set a routine. Creating a daily habit helps individuals to deal with obstacles that they may come across. Individuals will be better equipped to deal with challenging situations that they may face. Visualisation is deemed as a good habit to help individuals achieve their dreams.

4. Tap into inner power.

Individuals should understand that success starts from within oneself. The secret to success is not based on external factors, it starts with the person themselves. It is necessary for individuals to be aligned with their soul and purpose. To become more successful, there is a need to tap into the inner power and be vulnerable and strong at the same time. Individuals should aim to be comfortable in their own body, learn to love the person they are and finally visualise their successful future self.

5. Be around positive people.

It is recommended that individuals are exposed to people who will help them to reach success. According to the motivational speaker Jim Rohn, we become the average 5 people that we spend most time with (Groth, 2012). Therefore, it is important to evaluate individuals before investing time with them. When individuals associate themselves with 5 negative people, it is almost certain that when they become the 6th person in the group, they will also be negative. In contrast, if the same individual associates themselves with 5 positive people, it is likely the individual will also be the 6th positive person. Choosing family members is not an option, however it is possible to limit the amount of time spent with them. In contrast, individuals have the freedom to choose their friends and the network of people that they surround themselves with. Hence, it is recommended to spend time with people that are positive and uplifting, people that are successful and are happy in the success of others.

6. Get a Mentor

Individuals should seek a mentor who has achieved what they desire and overcome the worry of failure. By seeking to invest within the right mentor will help individuals to obtain guidance, perspective and self confidence to continue on their path to success.

References

AFP. (2023, 01 21). BBC admits error over Ardern headline after sexism backlash. Retrieved from The Jakartapost: https://www.thejakartapost. com/world/2023/01/21/bbc-admits-error-over-ardern-headline-after-sexism-backlash.html

Allen. (2022, 10 10). Women ARE choosing careers over having children as new study finds the main reason would-be mothers are delaying giving birth is to focus on work. Retrieved from Dailymail: https://www.dailymail.co.uk/news/article-11297761/ Women-choosing-careers-havingchildren-new-study-reveals.html

Ariella, S. (2022, 11 09). 25 WOMEN IN LEADERSHIP STATISTICS [2023]: FACTS ON THE GENDER GAP IN CORPORATE AND POLITICAL LEADERSHIP. Retrieved from Zippia: https:// www.zippia.com/advice/women-in-leadership-statistics/

Brown, G. (2022, 12 22). The Taliban are taking away women’s right to learn. The world can’t afford to stay silent. Retrieved from The Guardian: https://www.theguardian.com/ commentisfree/2022/dec/22/taliban-women-right-to-learn-afghanistan-muslim-nations

Fawcett. (2022).A HOUSE FOR EVERYONE- A CASE FOR MODERNISING PARLIAMENT. Retrieved from Fawcett Society: https://www.fawcettsociety.org. uk/a-house-for-everyone

Glenza, J., Pengelly, M., & Levin, S. (2022, 06 24). US supreme court overturns abortion rights, upending Roe v Wade. Retrieved from The Guardian: https://www.theguardian.com/ world/2022/jun/24/roe-v-wade-overturned-abortion-summary-supremecourt

Groth, A. (2012, 07 24). You’re The Average Of The Five People You Spend The Most Time With. Retrieved from Business insider: https://www.businessinsider.com/jim-rohn-yourethe-average-of-the-five-people-youspend-the-most-time-with-2012- 7?r=US&IR=T

Harvard, T. (2021, 05 11). Domestic abuse and Covid-19: A year into the pandemic. Retrieved from House of Commons Library: https://commonslibrary.parliament.uk/domesticabuse-and-covid-19-a-year-into-thepandemic/

Hinchliffe, E. (2023, 01 26). Women Run More Than 10% of Fortune 500 Companies for the First Time. Retrieved from shrm Executive Network: https://www.shrm.org/executive/resources/pages/women-fortune-500-2023.aspx

IFJ. (2021, 03 05). Equal pay: “700 BBC women have had pay rises since my case”, Samira Ahmed. Retrieved from IFJ: https://www.ifj.org/ media-centre/news/detail/category/ women-workers/article/equal-pay700-bbc-women-have-had-pay-risessince-my-case-samira-ahmed#:~:- text=On%2024%20February%20 2020%2C%20the,was%20entitled%20to%20equal%20pay.

Lamble, L. (2019, 03 01). Only six countries in the world give women and men equal legal work rights. Retrieved from The Guardian: https:// www.theguardian.com/global-development/2019/mar/01/only-sixcountries-in-the-world-give-women-and-men-equal-legal-rights#:~:- text=4%20years%20old-,Only%20 six%20countries%20in%20the%20 world%20give,men%20equal%20 legal%20work%20rights&text=If%20you%27

Morningstar. (2023, 03 08). Dave and Simon Show Women CEOs Isn’t ‘Mission Accomplished’. Retrieved from Morningstar: https://www. morningstar.co.uk/uk/news/232506/ dave-and-simon-show-women-ceosisnt-mission-accomplished.aspx- #:~:text=There%20are%20currently%20seven%20female,Mondini%20 de%20Focatiis%20(Admiral).

Rights4girls. (2019). GRAND THEFT AUTO V AND THE CULTURE OF VIOLENCE AGAINST WOMEN. Retrieved from Rights4girls: https://rights4girls. org/grand-theft-auto-v-and-the-culture-of-violence-against-women/

Somani, P. (2022). Strengthening Women Empowerment and Gender Equality in India. . International Journal of Social Science And Human Research, 271-275.

Stamarski, C. S., & Son Hing, L. S. (2015). Gender inequalities in the workplace: the effects of organizational structures, processes, practices, and decision makers’ sexism. Frontiers in psychology.

Uberoi, E., Mansfield, Z., Baker, C., Bolton, P., Danechi, S., & KirkWade, E. (2023, 03 06). Women in Politics and Public Life. Retrieved from House of commons library: https://commonslibrary.parliament. uk/research-briefings/sn01250/

UN. (2023, 03 08). Facts and figures: Women’s leadership and political participation. Retrieved from UN Women: https://www.unwomen.org/en/whatwe-do/leadership-and-political-participation/facts-and-figures

West-Knights, I. (2023, 04 5). Three Women Leading Their Countries Quit Using Strikingly Similar Language. Does It Tell Us Anything? Retrieved from Slate.com: https://slate.com/ news-and-politics/2023/04/sanna-marin-finland-election-jacinda-ardern-nicola-sturgeon.html

Will, M. (2023, 02 02). Misogynist Influencer Andrew Tate Has Captured Boys’ Attention. What Teachers Need to Know. Retrieved from Education Week: https://www. edweek.org/leadership/misogynist-influencer-andrew-tate-has-captured-boys-attention-what-teachers-need-to-know/2023/02#:~:text=The%2036%2Dyear%2Dold%20 is,some%20responsibili – ty%E2%80%9D%20for%20 being%20raped.

This study aims to evaluate emerging qualitative research on the influence of implementing Neuroleadership qualities post pandemic within an organization. There is an objective to weigh how employees in diverse physical locations are socially engaged, feeling connected and fulfilled with Neuroleadership engagement.

Keywords:

Organization, Social Engagement, Qualitative research, NeuroLeadership.

Bio

Martha Davidson is the founder of Mpowering Minds Now where her mission is to empower corporate leaders use Neuroscience leadership practices and inspire midlevel managers specifically in the STEM profession to accelerate their desire to own a seat in the executive suite utilizing neuroscientific leadership strategies. Currently less 5 % of African American Women in STEM rise to senior leadership and less than 25% of women in technology over-all are in leadership positions. She is Certified in Neuroscience Coaching and Leadership specializing in Unconscious Bias, Corporate Leadership Consultancy and Speaker focusing on Advocacy for women in Technology. She is an International Speaker and Author that is passionate in empowering others to amplify their purpose and superpowers with the brain in mind. She has over twenty five years in Cybersecurity as a global leader and influencer for Fortune 100 companies in United States, the Royal Bank of Scotland and BCD Travel. Her mission is to empower 100,000 women to Empower Women in technology professions to thrive by 2024. She is a Google Women Techmaker Global Ambassador and DEI advocate Trust Women In Tech.

Abstract

The COVID-19 pandemic has significantly transformed the dynamics of social engagement in work environments. In addition, it has heightened the importance and awareness of the implementation of Neuroleadership practices. Neuroleadership integrates the connection between the brain and effective leadership. It is an emerging leadership concept that promotes, emotional and social intelligence, empathy, compassion, decision making, cultural intelligence and inclusiveness towards building a cohesive, collaborative environment irrespective of physical work environments. There is an emerging body of qualitative research that examines the intersection of neuroscience, social intelligence, and social engagement both pre- and post-COVID-19. This study aims to evaluate emerging qualitative research on the influence of implementing Neuroleadership qualities post pandemic within an organization. There is an objective to weigh how employees in diverse physical locations are socially engaged, feeling connected and fulfilled with Neuroleadership engagement. Additionally, this study examines how to implement leadership strategies post-pandemic embodying the mission and culture of an organization’s ability to implement sustainable social engagement policies. This study has been carried out via a review of published literature providing key insights for Organizations to implement a leadership strategy that ensures success and employee wellbeing. Results have discussed the following: Neuroleadership qualities post pandemic, Neuroleadership and employee engagement, strategies post-pandemic. It is evident through this study that within Organizations workers are continuously embracing the flexibility of remote working. Organizations should develop the appropriate accountability, training, and attach significance to developing leadership practices.

Introduction

The COVID-19 pandemic has significantly transformed the dynamics of social engagement in work environments (Somani, IMPROVING BUSINESS ETHICS IN THE NEW NORMAL, 2022). In addition, it has heightened the importance and awareness of the implementation of Neuroleadership practices (Sip, 2020) . Neuroleadership integrates the connection between the brain and effective leadership. It is an emerging leadership concept that promotes, emotional and social intelligence, empathy, compassion, decision making, cultural intelligence and inclusiveness building a cohesive, collaborative environment irrespective of physical work environments including within an office setting, a hybrid or remote working environment (Aboiron, 2022). There is an emerging body of qualitative research that examines the intersection of neuroscience, social intelligence, and social engagement both pre- and post-COVID-19.

Prior to the COVID-19 pandemic, Organizational leadership and management practices primarily focused on managing teams within the office setting. Physical face-to-face meetings were conducted through which leaders could readily engage with their employees. Therefore, it could be perceived that there was little accountability for managers to embrace the concepts of Neuro-leadership. In contrast, the COVID-19 pandemic relied on technology to ensure Organizations were able to continue operation and generate revenue (Somani, Progressing Organisational Behaviour towards a New Normal. , 2021). This was due to the imposed governing body regulations applied nationally and internationally, ensuring social isolation was adhered to in attempt to reduce the transmission of COVID-19. As restrictions were gradually lifted, for many employees of Organizations the work from home culture remained. Simultaneously, Organizations opened their doors to employees encouraging physical interaction creating hybrid work environments. This situation has made it essential for managers within Organizations to embody Neuroleadership insights and perspectives.

Daniel Goleman has written extensively on the importance of emotional intelligence and social intelligence. He reveals that emotional intelligence focuses on personal emotions (Drigas & Papoutsi, 2018). Social engagement, awareness and social intelligence is interpersonal perspective of engaging with compassion, empathy, active listening, creating a sense of belonging and trust (Goleman & Boyatzis, 2008). A combination of both managerial /leadership theories are believed to be critical factors towards creating a collaborative culture in the workplace prepandemic. Face-to-face interaction, both verbal and non-verbal body language could be communicated by managers and employees. Research has revealed that post-pandemic expectations pertaining to working within an office setting have altered considerably. Pre-pandemic, 99% of employers cultivated the expectation that their employees would work physically within the office environment in excess of 80% of their time. In contrast, postpandemic this view is only shared by 10% (Scharf & Weerda, 2022). However, post pandemic within the hybrid environment establishing the know, like feel and body language is absent. This can be due to the potential absence of leadership and management practices which are believed to establish the importance of social engagement, that embraced the concepts of Neuroleadership in the work environment. The neuroscience of empathy, compassion and selfcompassion addresses this notion (Stevens & Woodruff, 2018) which also enhances the need to engage further post-pandemic.

Objectives

This study aims to evaluate emerging qualitative research on the influence of implementing Neuroleadership qualities post pandemic within an Organization. There is an objective to weigh how employees in diverse physical locations are socially engaged feeling connected and fulfilled with Neuroleadership engagement. Additionally, this study examines how to implement leadership strategies post-pandemic embodying the mission and culture of an Organization’s ability to implement sustainable social engagement policies. This study has been carried out via a review of published literature and the researcher’s experiences.

Results and Discussion

Results have identified the following qualitative research studies: The Neuroscience of Empathy and Compassion in the Workplace by Mary Frances Winters; Social Intelligence and Emotional Intelligence in the Workplace by Goleman, Boyatzis, and McKee; Social Engagement and Its Role in Workplace Culture by Rani Dhawan.

Neuroleadership qualities post pandemic

The COVID-19 pandemic accelerated the rate of change within societies, including the rate of technological advancements. Working from home remotely, became habitual therefore, there is a divide in perspectives post-pandemic pertaining to hybrid workplaces vs making workers come back into the office. Figure 1 illustrates results of a study that was conducted on individuals seeking employment positions post-pandemic. They were asked what their motivation was when seeking a new job. A flexible working arrangement was the third popular motivation to employment superseded by better career opportunities at second place, and greater pay of hours at the top.

It is evident that post-pandemic, managing hybrid workers has become a very important element of the work culture. The technological evolution has facilitated research within neuroscience and understanding the brain better, in addition to the way digital technology is applied within the business context creating an impact on consumers and workers (Cuesta-Valiño, GutiérrezRodríguez, & García-Henche, 2022). Many individuals  have experienced emotional turbulence during the COVID-19 pandemic, therefore emotional management, and attention to cognitive processes within Organizations has become more important than within the past, particularly within decision making processes from leadership roles. Neuroleadership facilitates the identification of skills that cannot be seen but are necessary to be a successful leader (Goldsmith, 2010). Research has suggested that the impact of social pain can be also interpreted as physical pain because they are reliant on a shared neural circuitry (Eisenberger, Broken hearts and broken bones: A neural perspective on the similarities between social and physical pain, 2012). The same neurological basis is shared, contributing to the experience of physical and social pain. The emotional elements of the brain coding for physical pain can be activated through negative experiences due to social pain (Onoda, Okamoto, & Nakashima, 2009).

Figure 2 illustrates the brain experiencing social pain and physical pain. The left side illustrates neural activity when an individual is facing social exclusion relating to social pain which correlated with social distress. In contrast, the right-side illustrates neural activity during painful visceral stimulation through which pain symptoms are experienced, both are self-reported. There is a mutual perception of pain between physical pain and social pain reflected through performance in behaviour and regions in the brain. Research pertaining to social and cognitive neuroscience has revealed that the experience of pain individuals experience can be reduced through social support and heightened social connections. Neuroscience has shown that the brain processes social pain in a manner similar to physical pain. Rejection, social exclusion, or disrespectful treatment in the workplace can activate regions associated with distress and discomfort, leading to negative emotional and physical responses.

Neuroleadership and employee engagement

Post-pandemic Organizations have implemented numerous strategies to ensure conducive working relationships with their employees and cultivated a revised working environment. It is important for Organizations to understand that this is an opportunity to strengthen practices within the Organization and create a new normal world. The employee autonomy will be altered through the hybrid working initiative and the way management approach situations.

Research has highlighted positive and negative elements of hybrid working as illustrated in figure 3.

There is a direct impact upon the way Organizations are managed and the success of that Organization in the future. Thus, autonomy is necessary, and mangers need to ensure fairness within Organizations. It is evident, that autonomy and flexibility are necessary for a hybrid working model. Employees have endured periods of shock and pain through the COVID-19 pandemic, which has been transforming into reconnection and rehabilitation as adaptation processes are underway towards helping individuals to become social beings again. According to the Neuroleadership Institute’s SCARF model, autonomy comprises of five social components that can alter, to ensure the satisfaction and engagement of employees. Some individuals are sensitive to threat of their status and rewards, in contrast other people are more sensitive to certainty and relatedness (Institute, 2022).

• Status
• Certainty
• Autonomy
• Relatedness
• Fairness

Through this model, leaders can aim to deviate their employees away from feelings of threat which reduces performance levels. In contrast employees cultivating a mindset from a reward state enables them to think clearly, contributing towards effective performance. Leaders should realize that employees value freedom and choice, contributing towards feelings of threats and rewards despite the location within which employees are working from. Through the practice of autonomy in Neuro-leadership, employees feel more socially connected and engaged. It has been proven to reduce stress factors and improve performance. Employees are perceived to be in control and experience a reduction in strong emotions associated with the choices that have been made. Individuals must be aligned with their actions, opposed to being forced into adhering to decisions with dire consequences. Thus, Neuroleadership provides a balance between ensuring high productivity rates for employees and reduced stress factors including commuting to a place of work. When Organizations implement greater autonomy, employees are more engaged which directly impacts upon their positive mental wellbeing. Despite the positive factors pertaining to autonomy, it may not be suitable for each individual employee, there may also be segregation between employees working within remote settings and those who work within the Organization physically (Lauer, 2021). There is immense impact on employees via the way leaders within Organizations lead, feel and in addition to burdens of associated financial implications. Emotional intelligence can be perceived as a reflection of personal emotions and regulating as leaders can create a deeper understanding on the use of the SCARF model. It can be utilised to ensure cultural fairness, strengthen social and cultural intelligence, interpersonal skills and overcome cultural differences.

Strategies post-pandemic

Organizations are required to implement robust leadership strategies post-pandemic to ensure positive change and increased productivity. It is necessary to identify working arrangements of employees as some may be remote workers, while others are hybrid workers or based in the office setting full time. For each, it is important to include the appropriate functionality while being placed in appropriate teams. They are recommended to all abide by the same principles including available working hours and location. Experiencing social pain in the workplace can have detrimental effects on an individual’s emotional well-being. This is particularly due to trauma associated with events occurring within the COVID-19 pandemic. Thus, symptoms can be exacerbated in the new normal world resulting in increased levels of stress, anxiety, and depression, leading to decreased job satisfaction and overall productivity. Hence, leaders implementing Neuroleadership should ensure that they promote positive mental health and provide the necessary support after identifying individuals that are struggling.

Social pain can impair cognitive functions such as attention, memory, and decision-making. The distress caused by negative social experiences can consume mental resources, impacting an individual’s ability to focus and perform tasks effectively. Hence leaders must aim to reward their employees appropriately to reward employees for their hard work. When workers experience social pain, their motivation and engagement at work can suffer. They may become disengaged, withdrawn, or exhibit decreased commitment to their tasks and the Organization. Hence, Neuroleadership should employ strategies to keep their employees motivated and engaged. Unfortunately, prolonged exposure to social pain in the workplace can create a toxic Organizational climate, characterized by low morale, higher turnover rates, and reduced collaboration among team members. Consequently, this contributes to low productivity and a hostile working environment. Understanding the neuroscience behind social pain highlights the importance of fostering positive social interactions, promoting respect, and creating an inclusive work environment. Organizations that prioritise psychological safety and address social pain can contribute to employees’ overall well-being, job satisfaction, and performance. Social Pain can also occur as a result of Organizations failing to address or understand the impact of what employees are facing. Even upon sharing concerns with Human Resources, which is the best line of action, individuals have been ignored. Hence, individuals have undergone personal journeys of healing. In addition, they have become Neuroleadership advocates for Organizations to take proactive measures to address managerial accountability and leadership appraisal impact.

Conclusion

It is evident through this study that within Organizations workers are continuously embracing the flexibility of remote working. Organizations should develop the appropriate accountability, training, and attach significance to developing leadership practices. They should highly engage remote workers with Neuroleadership practices of autonomy, trust, and active social engagement, to foster a sense of belonging and contribute to the Organization with a high trust factor of management.

A synergy of studies has highlighted both positive and negative implications of working within a hybrid workplace, as approximately 75% of the workforce has cultivated a hybrid working environment. Therefore, organizations are required to be proactive in their approach to address the challenges relating to social pain, isolation, collaboration and working within teams to harbour a culture of equality and inclusiveness. Leaders can implement the SCARF model to ensure a holistic approach within the hybrid working model, however this needs to be managed appropriately. Thus, organizations should ensure that managers are provided with rigorous training and continued education towards skill development, while taking accountability to enhance the SCARF model. This strategy is pivotal to ensure there is minimal attrition and for organizations to sustain employee retention rates. In addition, it creates a happier working environment for employees and managers as the organization should aim to provide enhanced diversity, equality, inclusiveness, relatability, fairness, and overall equality.

Organizations should realize the importance of implementing training focusing on equipping managers to personify interpersonal proficiencies. Simultaneously, they should be taught how to manage hybrid teams. This research has reflected that workers are embracing the flexibility of hybrid workers. In addition, neuroscience studies have demonstrated the managerial impact of positive social engagement to minimize isolation, rejection, inclusion, and feelings of value. Another imperative factor is that managers who lack the understanding of empathetic communication and interpersonal skills result in facilitating the creating of social pain. Consequently, this impacts upon heightening stress levels, feelings of being overwhelmed, burnout and it affects the overall well-being of the employee, thereby impinging upon attrition and retention. Thus, it is recommended that social engagement within a hybrid workplace should demonstrate negative and positive effects on workers, managing attrition, and retention. Furthermore, Organizations can create accountability models to address social pain, gender bias, cultural bias, empathy and compassion to foster collaboration, teamwork and sense of belonging.

Further research pertaining to commonalities between physical pain and social pain is required because physical pain can be perceived as a psychological phenomenon. It is governed through expectation and attention. In contrast, social pain is perceived as a biological phenomenon which can be associated with survival in social life. However, as human beings adapt to situations and their environments, there are commonalities, and an inseparable relationship arising between the two types of pain. It is necessary to redefine management styles within Organizations in the new normal world to include inclusivity, establish the trust factor, cultivate a sense of belonging, and culture of collaboration.

References

Aboiron, J. (2022). Leadership Seen by Neuroscience. International Journal of Applied Research in Business and Management, 8-18.

Cuesta-Valiño, P., GutiérrezRodríguez, P., & García-Henche, B. (2022). Word of mouth and digitalization in small retailers: tradition, authenticity, and change. Technol Forecast Soc Change.

Drigas, A. S., & Papoutsi, C. (2018). A New Layered Model on Emotional Intelligence. Behavioral sciences , 45.

Eisenberger, N. I. (2012). Broken hearts and broken bones: A neural perspective on the similarities between social and physical pain. Curr Dir Psychol Sci, 42–47.

Eisenberger, N. I. (2012). Why Rejection Hurts: What Social Neuroscience Has Revealed About the Brain’s Response to Social Rejection. In J. Decety, & J. T. Cacioppo, The Oxford Handbook of Social Neuroscience Get access Arrow (pp. 587–598). Oxford: Oxford University Press.

Goldsmith, M. (2010). Sharing leadership to maximize talent. Harvard Business Review .

Goleman, D., & Boyatzis, R. R. (2008). Social Intelligence and the Biology of Leadership. US: Harvard Business Review.

Hyl, Z. (2021, 10 01). How Should Leaders Approach Hybrid Work Model to Retain Talent. Retrieved from linkedin: https://www.linkedin.com/ pulse/how-should-leaders-approachhybrid-work-model-retain-talenthyl/?trk=articles_directory

Institute, N. (2022). The SCARF Assessment. Neuroleadership Institute.

Lauer, J. (2021, 06 01). Successful Hybrid Workplace. Retrieved from linkedin: https://www.linkedin.com/ pulse/neuroleadership-successfulhybrid-workplace-jackie-lauer/

Lieberman, M. D., & Eisenberger, N. I. (2009). Neuroscience: Pains and pleasures of social life. Science, 890–891.

Lieberman, M. D., & Eisenberger, N. I. (2015). The dorsal anterior cingulate cortex is selective for pain: Results from large-scale reverse inference. Proc Natl Acad Sci USA, 15250–15255.

McKinsey. (2022, 06 23). Americans are embracing flexible work—and they want more of it. Retrieved from Mckinsey: https://www.mckinsey.com/ industries/real-estate/our-insights/ americans-are-embracing-flexiblework-and-they-want-more-of-it

Onoda, K., Okamoto, Y., & Nakashima, K. (2009). Decreased ventral anterior cingulate cortex activity is associated with reduced social pain during emotional support. Soc Neurosci, 443–454.

Scharf, S., & Weerda, K. (2022). How to lead in a hybrid environment. mckinsey.

Sip, K. (2020, 11 30). Brainbased leadership in a time of heightened uncertainty. Retrieved from Chief learning officer: https://www.chieflearningofficer. com/2020/11/30/brain-basedleadership-in-a-time-of-heighteneduncertainty/

Somani, P. (2021). Progressing Organisational Behaviour towards a New Normal. . Journal of Economics, Finance and Management Studies, 1628-1633.

Somani, P. (2022). IMPROVING BUSINESS ETHICS IN THE NEW NORMAL. International Journal of Social Sciences and Management Review, 182-194.

Stevens, L., & Woodruff, C. (2018). The Neuroscience of Empathy, Compassion, and Self-Compassion. USA: Imprint: Academic Press.

Highlight the essential role of empathy and compassion as core leadership competencies for women. Explore the profound impact of emotional and social intelligence in fostering inclusive and supportive work cultures.

Keywords:

Women Leaders, Neuroscience, Broken Rung, Leadership Strategies, Empathy in Leadership

Bio

Martha Davidson is the founder of Mpowering Minds Now where her mission is to empower corporate leaders use Neuroscience leadership practices and inspire midlevel managers specifically in the STEM profession to accelerate their desire to own a seat in the executive suite utilising neuroscientific leadership strategies. Currently less 5 % of African American Women in STEM rise to senior leadership and less than 25% of women in technology over-all are in leadership positions. She is Certified in Neuroscience Coaching and Leadership specialising in Unconscious Bias, Corporate Leadership Consultancy. She is an International Speaker and Author that is passionate in empowering others to amplify their purpose and superpowers with the brain in mind. She has over twenty-five years in Cybersecurity as a global leader and influencer for Fortune 100 companies in United States, the Royal Bank of Scotland and BCD Travel. Her mission is to empower 100,000 women to Empower Women in technology professions to thrive by 2024. She is a Google Women Tech maker Global Ambassador and DEI advocate Truist Women In Tech.

Abstract

This research aims to delve into the significant role that neuroscience plays in amplifying women’s leadership abilities. Particularly in overcoming the ‘broken rung’ challenge – a metaphor for the obstacles that impede women’s rise to leadership positions. There is an integration of neuroscientific principles with practical leadership strategies, focusing on the vital roles of empathy, social, and emotional intelligence in the intricate landscape of our post-pandemic work environment. Through foundational works “Women and Leadership: A Neuro-Social Point of View” by Hiebert, B. (2015), “The Neuroscience of Female Leadership” by Mary Ovenstone, and Dr. Daniel Amen’s, insights into the natural leadership talents of women are investigated.

The primary aim of this research is to highlight the essential role of empathy and compassion as key leadership competencies. Exploring the profound impact of emotional and social intelligence in creating inclusive and supportive workplace cultures. Additionally, examining the necessity for adaptable leadership styles in response to the dynamic shifts in workplace interactions post-pandemic. Through this research, a holistic, brain-based approach to leadership is highlighted, an approach crucial for the advancement of women in leadership roles. A comprehensive framework for organisations looking to develop empathetic, emotionally intelligent leadership styles, capable of navigating the complexities of the modern workplace will be provided. This strategy is pivotal in dismantling the ‘broken rung’, ensuring women leaders are not only prepared to excel but also to succeed at every stage of their career. By merging neuroscience with leadership strategies, there is an endeavour to mark a significant paradigm shift.

Figure 1 (Thakur, 2023)

1.0 Introduction

Leadership within the world is undergoing a seismic shift (Whyte, et al., 2022). The post-pandemic world demands a new breed of leaders, those who are adept at directing remote teams, fostering resilience, and prioritising employee well-being (Somani, 2021). The leadership land- scape pre-pandemic often resembled a command centre. Leaders were heralded for their decisiveness, strategic thinking, and ability to steer the ship with a firm hand. They were expected to make clear pronouncements, dele- gate tasks efficiently, and prioritise individual achievement (Webb, 2024). Charismatic leaders who could inspire and motivate with unwavering confidence were particularly admired. However, the global pandemic turned this model on its head. Remote work- forces, team restructuring, and heightened employee well-being concerns demanded a different kind of leader.

Empathy, adaptability, and emotional intelligence became the new hallmarks of effective leadership (Wells, 2024). The ability to foster collaboration, navigate complex team dynamics, and prioritise the psychological well-being of employees became mission critical. This shift in leadership demands opened the door for a re-evaluation of women’s strengths and their natural aptitude for the very skills the new era requires. While Leadership Quality comprises numerous components, figure 1 illustrates nine crucial elements emerge as indispensable for its development.

Figure 1 (Thakur, 2023). This research explores a ground-breaking idea: that the leadership qualities most needed today may have a biological basis, particularly for women. Imagine a leader with a heightened capacity for understanding others’ emotions, a key feature of the brain regions associated with empathy in women. Such a leader can foster trust, build strong relationships, and navigate complex team dynamics. Social intelligence, another strength often linked to women’s neurological makeup, allows for effective collaboration and communication, crucial for harnessing the collective wisdom of a diverse workforce. Finally, emotional intelligence equips leaders to manage not only their own emotions but also those of their teams, fostering a positive and supportive work environment, a cornerstone of employee well-being and productivity.

A vast body of research underscores the unique leadership strengths women possess. Existing literature suggests women tend to exhibit higher levels of empathy, collaboration, and emotional intelligence compared to their male counterparts (Kitsios, Papageorgiou, Kamariotou, Perifanis, & Talias, 2022). Hiebert (2015), in her work “Women and Leadership: A Neuro-Social Point of View,” emphasizes the neurobiological basis for these strengths (Hiebert, 2015). She highlights the heightened activity in brain regions associated with empathy and emotional processing observed in women. Similarly, Oven stone (2018) explores the biological underpinnings of women’s leadership styles in “The Neuroscience of Female Leader- ship,” emphasising their natural capacity for collaboration and relationship-building (Oven stone, 2015). Dr. Daniel Amen’s insights further contribute to this understanding, illuminating the neurological foundations of these leadership qualities (Amen, 2023).

However, despite these strengths, women remain underrepresented in leadership roles.

Aim

This research has several key objectives. Firstly, it aims to highlight the essential role of empathy and compassion as core leadership competencies for women. Secondly, it seeks to explore the profound impact of emotional and social intelligence in fostering inclusive and supportive work cultures.

Furthermore, the research examines the necessity for adaptable leadership styles in response to the dynamic shifts in workplace interactions post-pandemic. Ultimately, this research strives to develop a holistic, brain-based framework for organisations to cultivate empathetic and emotionally intelligent leadership styles. This framework is intended to be a pivotal tool in dismantling the “broken rung” by ensuring women leaders are not only prepared to excel but also thrive at every stage of their careers.

2.0 Method

This research employed a multifaceted methodological approach. First, a comprehensive literature review was conducted, analysing foundational works on the neurobiology of leadership, particularly those focusing on empathy, social intelligence, and emotional intelligence. Works by Hiebert (2015), Oven stone (2015), and Dr. Amen (2023) were central to this review, alongside other relevant academic sources. Secondly, the research integrated these neuroscientific principles with established leadership development concepts. This involved analysing how these principles could be applied to understand and enhance the leadership potential of women. Finally, based on these findings, a practical framework for organisations was developed. This framework outlined strategies and tools that organisations could utilise to cultivate empathetic and emotionally intelligent leadership styles within their workforce, fostering a more inclusive and supportive work environment.

3. Results and Discussion

3.1 Unveiling the Neurobiological Connection: Women and Leadership Strengths

The comprehensive literature review yielded a wealth of in- formation, unveiling a fascinating link between neuroscience and women’s leadership potential. Works by Hiebert (2015), Oven stone (2015), and Dr. Amen (2023) provided compelling evidence for the biological underpinnings of leadership behaviours. They focused on empathy, social intelligence, and emotional intelligence – strengths frequently attributed to women leaders. This research delves deeper, exploring the exciting possibility that these leadership qualities may have a foundation in the very structure and function of the female brain.

Neuroscience of Empathy and Emotional Intelligence:

Hiebert’s (2015) work stands out in this regard. Her research highlights how brain regions associated with empathy and emotional processing, such as the anterior cingulate cortex and the insula, show heightened activity in women. These areas play a crucial role in understanding and responding to the emotions of others, a vital skill for fostering strong relationships and building trust within teams – qualities essential for effective leadership.

The Neural Basis of Collaboration:

Ovenstone (2015) sheds light on the biological underpinnings of women’s leadership styles, emphasising their natural capacity for collaboration and relationship-building. This strength may be linked stronger connectivity observed in women between the prefrontal cortex and the limbic system (Foo & Freedle, 2024). These brain regions are involved in planning, decision-making, and emotional regulation, suggesting a neurological basis for women’s ability to integrate diverse perspectives and foster a collaborative work environment.

Dr. Amen’s Contribution:

Dr. Amen’s work (2015) on brain imaging (Amen Clinics, 2024) further contributes to this understanding by illuminating the neurological foundations of leadership qualities. He identifies specific brain regions associated with traits like decisiveness, risk-taking, and social adeptness, all crucial for effective leadership. While his research does not differentiate between genders, it provides valuable insights into the biological underpinnings of leadership behaviours in general.

Figure 2 depicts a Shared network for leading and following. In a study involving a group of participants, the brain regions associated with leadership in the entire cohort tended to correlate with proficiency in leading, while regions related to following tended to correlate with proficiency in following. Another interpretation of these findings is that adept leaders scarcely utilized additional brain areas during following that were not already activated during leading; similarly, adept followers hardly activated any areas during leading that were not already engaged during following.

Figure 2 (Chauvigné & Brown, 2018)

Aligning with Post-Pandemic Needs:

The alignment between these neuroscientific findings and the increasingly sought-after leadership skills in the post-pandemic world (Eichenauer, Ryan, & Alanis, 2022) is particularly striking. Adaptability, empathy, and emotional intelligence are crucial for navigating the complexities of a rapidly changing work environment. Remote workforces, team restructuring, and heightened employee well-being concerns necessitate leaders who can foster trust, build strong relationships, and make sound decisions with a human touch. Women, with their natural neurological predispositions towards these very skills, are well-positioned to excel in leadership roles and contribute significantly to the success of organisations in the post-pandemic era.

3.2 Empowering Women Leaders:

By understanding the biological basis of behaviours like empathy, social intelligence, and emotional intelligence, women can leverage these inherent strengths in a targeted manner. This self-awareness becomes a powerful tool for professional development (Yadav, 2022). Research has found that women leaders can translate this knowledge into action through the following:

Building Confidence:

Understanding the neurological basis of their strengths can bolster confidence in women leaders. The knowledge that their natural tendencies align with sought-after leadership skills can be a powerful motivator. This newfound confidence can empower them to take on new challenges and assert their leadership vision.

Targeted Development:

By pinpointing specific strengths, women can develop targeted strategies for honing their leadership skills. For instance, a leader with a strong neurological foundation for empathy might focus on developing active listening skills or conflict resolution strategies that leverage their natural ability to understand others’ perspectives.

Communication Strategies:

Understanding the neural basis of communication can help women leaders develop communication styles that resonate with their teams. Focusing on clear, empathetic communication that fosters trust and collaboration can be particularly effective.

Fostering Collaboration:

Women’s natural capacity for relationship-building, supported by their neurological predisposition for social intelligence, can be leveraged to cultivate a collaborative work environment.

By fostering open communication and encouraging team participation, women leaders can create a space where diverse perspectives are valued and collective problem solving thrives.

Navigating the “Broken Rung”:

Understanding the biological underpinnings of leadership strengths can equip women leaders to navigate the “broken rung” challenge. They can leverage their strengths in networking and building supportive relationships to overcome systemic barriers and secure opportunities for advancement.

By actively utilising this new- found self-awareness, women leaders can not only excel in their roles but also pave the way for future generations by dismantling the “broken rung” and creating a more equitable leadership landscape.

3.3 Fostering Inclusion

For organisations, fostering a culture that empowers women leaders necessitates a two-pronged approach: dismantling systemic barriers and creating opportunities for them to thrive (Smith & Sinkford, 2022). The framework developed through this research offers practical tools to achieve this. By integrating these strategies into leadership development programs and organisational practices, companies can cultivate empathetic and emotionally intelligent leadership styles across the workforce, fostering a more inclusive and productive work environment.

The Framework in Action:

The framework outlines several key strategies that organisations can implement:

Leadership Development Programs:

Revamp leadership development programs to emphasise the value of empathy, social intelligence, and emotional intelligence. This could involve workshops on active listening, communication styles that build trust, and emotional regulation techniques.

Mentorship Opportunities:

Foster mentorship opportunities specifically for women leaders. Pairing them with experienced mentors, regardless of gender, can provide guidance, support, and access to valuable networks.

Work-Life Balance Initiatives:

Implement work-life balance initiatives that recognise the unique challenges often faced by working women. This might include flexible work arrangements, childcare support resources, and parental leave policies that are equitable for all genders.

Unconscious Bias Training:

Educate all employees on unconscious bias and its impact on promotion practices. Creating a culture of awareness allows for fairer evaluation processes and removes invisible barriers hindering women’s advancement.

Sponsorship Programs:

Develop sponsorship programs that connect high-potential women leaders with senior executives who can champion their careers and advocate for their advancement.

Performance Reviews:

Revise performance review processes to incorporate metrics that capture the value of strengths associated with women’s leadership styles, such as collaboration, team building, and emotional intelligence.

Benefits of an Inclusive Environment:

By implementing these strategies, organisations can cultivate a more inclusive work environment. This benefits not only women leaders but also the entire workforce. It can foster Enhanced Employee Engagement; when employees feel valued, respected, and heard, their engagement and morale improve, leading to increased productivity and innovation (Mazzetti & Schaufeli, 2022). Talent Acquisition and Retention; a diverse and inclusive workplace attracts and retains top talent, regardless of gender.

There is improved Decision-Making:

Leadership teams with diverse perspectives and strengths are better equipped to make well-rounded decisions. Positive Brand Image; companies that champion gender equality create a positive brand image and attract a wider pool of talent and customers. The framework presented here is a starting point. Organisations can adapt and expand upon these strategies to create a customised approach that fosters a culture where women leaders can thrive. By dismantling the “broken rung” and creating a truly inclusive environment, organisations unlock the full potential of their diverse workforce, leading to a more successful and sustainable future.

4.0 Conclusion

This research has shed light on the transformative potential of neuroscience in amplifying women’s leadership potential. By unveiling the neurobiological underpinnings of leadership behaviours associated with empathy, social intelligence, and emotional intelligence, strengths that are often attributed to women. This research has made a compelling case for their natural aptitude for leader- ship roles. This understanding is particularly relevant in the ever-evolving post-pandemic landscape, where these very skills are increasingly sought after for navigating complex challenges and fostering team resilience. The discussion around these findings has centred on two crucial aspects: empowering women leaders and fostering a more inclusive work environment. By understanding the biological basis of their strengths, women can leverage them to navigate the complexities of leadership and dismantle the persistent “broken rung” challenge that hinders their advancement (Mountrouidou, et al., 2019). The framework developed within this research offers practical tools for organisations to cultivate empathetic and emotionally intelligent leadership across the workforce. Implementing these strategies can create a truly inclusive environment where all employees, regardless of gender, feel valued, respected, and empowered to reach their full potential.

However, this research is not merely an exploration; it is a springboard for a more equitable future. By promoting a deeper understanding of women’s leadership strengths informed by neuroscience, we can dismantle the unconscious biases that have long impeded their progress. This future envisions women not only excelling in leadership roles but also inspiring and paving the way for the next generation of female leaders. The time has come to move beyond rhetoric and harness the full potential of a diverse workforce.

By empowering women leaders, organisations can unlock a new era of success and innovation. This research provides a roadmap for achieving this transformation. It is a call to action for both women and organisations. Women leaders can leverage the knowledge of their inherent strengths to advocate for themselves, build supportive networks, and inspire others. Organisations must commit to dismantling systemic barriers, fostering a culture of inclusion, and implementing the framework outlined here.

The benefits extend far beyond individual successes, a diverse leadership landscape fosters a culture of collaboration, innovation, and better decision making. It unlocks the talents of the entire workforce, leading to increased productivity and a more positive work environment for all. Ultimately, by embracing the transformative potential of women’s leadership, organisations and societies alike can pave the way for a more successful and sustainable future.

Recommendations

Building upon the insights gleaned from this research, the following recommendations are offered to further empower women leaders and foster a more inclusive work environment:

For Women Leaders:

Self-Awareness & Continuous Learning:

Women leaders are encouraged to actively engage in self-awareness exercises to further understand their natural leadership strengths, particularly those rooted in empathy, social intelligence, and emotional intelligence. This knowledge can be leveraged to develop targeted leadership development plans, honing existing skills and acquiring new ones through ongoing professional development opportunities.

Building Networks & Mentor- ship: Intentionally fostering strong professional networks and pursuing mentorship opportunities with experienced leaders, regardless of gender, can provide invaluable support, guidance, and access to valuable resources.

Advocacy & Visibility: Women leaders should leverage their voices to advocate for themselves and other women within the organisation. This can involve promoting initiatives that champion gender equality and acting as role models for aspiring women leaders.

For Organisations:

Leadership Development Revision: Review and revise leadership development programs to emphasise and cultivate the value of empathy, social intelligence, and emotional intelligence. This can be achieved through workshops focusing on active listening, communication styles that build trust, and emotional regulation techniques.

Data-Driven Initiatives: Gather and analyse data related to employee advancement and leadership positions to identify potential biases and areas where women may be underrepresented. Utilise this data to inform the development of targeted initiatives that promote gender equality.

Accountability & Transparency: Develop clear metrics that assess leadership effectiveness, taking into account the full range of leadership strengths, including those associated with women’s leadership styles. This promotes transparency and ensures fairness in promotion and advancement opportunities.

Diversity & Inclusion Champions: Identify and empower diversity and inclusion champions within the organisation who can advocate for change and ensure the successful implementation of initiatives aimed at fostering a more inclusive work environment.

References

Amen, D. (2023). Unleashing The Power Of The Female Brain. Amen Clinics.

Chauvigné, L. A., & Brown, S. (2018). Role-Specific Brain Activations in Leaders and Fol- lowers During Joint Action. Front. Hum. Neurosci.

Eichenauer, C. J., Ryan, A. M., & Alanis, J. M. (2022). Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19. J Leadersh Organ Stud.

Foo, M., & Freedle, L. R. (2024). The effects of sandplay therapy on the limbic system and prefrontal cortex in women with generalised anxiety dis- order. The Arts in Psychotherapy.

Hiebert, B. (2015). Women and Leadership: A Neuro-Social Point of View. In P. Kumar, Unveiling Women’s Leadership (pp. 3-12). London: Palgrave Macmillan.

Kitsios, F., Papageorgiou, E., Kamariotou, M., Perifanis, N. A., &Talias,M.A.(2022). Emotional intelligence with the gender perspective in health organizations managers. Heliyon.

Mazzetti, G., & Schaufeli, W. B. (2022). The impact of engaging leadership on employee engagement and team effectiveness: A longitudinal, multilevel study on the mediating role of personal and team resources. PLoS One.

Mountrouidou, X., Vosen, D., Kari, C., Azhar, M., Bhatia, S., Gagne, G., . . . Yuen, T. (2019). Securing the Human: A Review of Literature on Broadening Diversity in Cybersecurity Education. Innovation and Technology in Computer Science Education, 157-176.

Ovenstone, M. (2015). The Neuroscience of Female Leadership. LinkedIn.

Smith, S. D., & Sinkford, J. C. (2022). Gender equality in the 21st century: Overcoming barriers to women’s leadership in global health. Jounal of Dental Education.

Somani, P. (2021). Improving Leadership Skill Styles And Techniques In The 21st Century Post COVID-19. Journal of Woman Health, Safety and Empowerment.

Thakur,A.(2023,0501). 9 Leadership Qualities. Retrieved from protouchpro: https://www.protouchpro.com/ guest-posts/9-leadership-qualities/

Webb, A. (2024, 01 12). Bringing True Strategic Foresight Back to Business. Retrieved from Harvard Business Review: https://hbr.org/2024/01/bringing-true-strategic-foresight-back-to-business

Wells, R. (2024, 01 05). Emotional Intelligence No.1 Leadership Skill For 2024, Says Research. Retrieved from Forbes: https://www.forbes.com/sites/rachelwells/2024/01/05/emotional-intelligence-no1-leadership-skill-for-2024-says-research/

Whyte, J., Naderpajouh, N., Clegg, S., Matous, P., Pollack, J., & Crawford, L. (2022). Project leadership: A research agenda for a changing world. Project Leadership and Society.

Yadav, S. (2022). Reflective Journals: A tool for Self-Reflection, Self-Awareness and Professional Development. Journal, Educational Resurgence.

The aim of this research is to explore the realms of organisational excellence beyond the limitations of mere skill sets. This study seeks to facilitate a deeper understanding of the untapped potentials residing within their workforce, fostering a culture centred around fulfilment and purpose-driven engagement.

Keywords:

Excellence, Potential, Fulfilment, Engagement, Leadership

Bio

Dr. Bola Benson, a seasoned consultant, coach, and speaker, is deeply committed to the transformative power of education, particularly for women.

With over 15 years of professional experience, Bola has played a pivotal role in the success of numerous brands, offering expertise in higher education, care services, and professional development training. Her unwavering passion for education and empowerment permeates her work, evident in her role as Managing Director at Global North London Business School and founder of Beyond Talent. Bola’s dedication to providing opportunities for growth and learning makes her a commendable leader in her field.

Abstract

Contemporary businesses face an evolving landscape where traditional metrics of success no longer suffice. This study delves into the paradigm shift necessitating a deeper exploration of the untapped potentials within the workforce. The research aims to transcend Dr Bola Benson Founder: Beyond Talent conventional notions of organisational success by prioritising employee fulfilment and purpose-driven engagement. Employing a comprehensive methodology, this study amalgamates insights from academic literature and industry practices to uncover talent that is present beyond conventional skill sets. Results highlight the transformative impact of recognising individual strengths, passions, and motivations on organisational dynamics.

The discussion underscores the pivotal role of leadership in fostering a culture that nurtures employee fulfilment. By aligning personal values with organisational objectives, employees transcend their roles, becoming a medium for innovation and growth. Moreover, investing in employee development not only enhances individual performance but also cultivates a vibrant organisational culture Leading companies exemplify the benefits of prioritising employee well-being and aligning organisational goals with workforce interests. By cultivating an inclusive environment and prioritising employee growth, these organisations achieve sustainable success and set new benchmarks for excellence.

In conclusion, the study advocates for a holistic approach to organisational success, one that prioritises the well-being and growth of employees. By embracing the power beyond talent, organisations can redefine success, building a brighter future for all stakeholders.

Introduction

The contemporary business world is characterised by a relentless pace of change, forcing organisations to re-evaluate traditional benchmarks of success (Owoseni, 2023). While technical skills remain a fundamental requirement, a growing body of research suggests that a sole focus on these qualifications is insufficient for achieving sustained competitive advantage (Omol, Mburu, & Abuonji, 2023). The imperative lies in acknowledging and strategically leveraging the ‘hidden potential’ residing within the workforce (Nguyen, Malik, & Budhwar, 2022). This potential extends beyond technical expertise, encompassing the unique blend of individual strengths, passions, and motivations that each employee brings to the table. Recent studies demonstrate a strong correlation between employee well-being and innovative output, highlighting the critical role of fostering an environment that unlocks this untapped potential (Wang, Chen, Wang, & Xie, 2022).

Figure 1 highlights that leader endorsement of innovation and coworker exclusion serve as mediating factors in the correlation between employee innovative behaviour and workplace well-being. Put simply, support from leaders for innovation correlates negatively with coworker exclusion, and employee innovation indirectly impacts workplace well-being through the mediating pathway of leader support for innovation–coworker exclusion. Organisations clinging to transactional employment models, focused solely on tasks and outputs, risk missing out on a wellspring of creativity and ingenuity.

Objectives

The aim of this research is to explore the realms of organisational excellence beyond the limitations of mere skill sets. This study seeks to facilitate a deeper understanding of the untapped potentials residing within their workforce, fostering a culture centred around fulfilment and purpose-driven engagement.

2.0 Methodology

This study employed a systematic literature review to delve into the concept of “power beyond talent” and its impact on organisational success. Electronic academic databases, such as Google Scholar PubMed, Scopus, Web of Science and JSTOR were utilised to conduct an extensive search.

Additionally, relevant journals and reputable sources were explored to gain a well-rounded perspective.

The keyword search strategy focused on three core themes:

Organisational Success:

“Organisational excellence,” “performance excellence,” “competitive advantage,” “high2.0 Methodology performing organisations.” Employee Fulfilment: “Employee engagement,” “employee well-being,” “workplace motivation,” “employee satisfaction.” Power Beyond Talent: “Hidden potential,” “human capital development,” “workforce potential,” “intrinsic motivation.”  The search was restricted to publications within the past five years (2019- 2024) to capture the latest research in this evolving field.

A continuous review and refinement process ensured the search terms and inclusion criteria remained relevant. Articles were screened based on title, abstract, and keywords to confirm their alignment with the research objectives. Selected full texts were then evaluated for their overall relevance and methodological soundness.

This critical appraisal guaranteed the incorporation of high-quality research into the analysis.

Through this rigorous methodology, this study aims to unveil the “power beyond talent” and its potential to elevate organisational success.

By analysing existing research, the study will explore how investing in employee fulfilment and harnessing the full potential of the workforce can create a sustainable competitive advantage.

3.0 Results and Discussion

The results of this study have highlighted various aspects of the “power beyond talent” within organisations.

These insights are explored through dedicated subheadings, examining the significance of: developing talent beyond technical skills (Beyond Talent within an organisation), fostering employee fulfilment (Fulfilment in employment) and purpose-driven engagement (Purpose driven staff), and the impact of investing in staff development (Investing in staff).

3.1 Beyond Talent within an organisation

Business in contemporary life is continually evolving, and it demands a shift beyond a purely skillsbased approach to talent management. Leading organisations recognise that a vast amount of potential lies within their workforce, waiting to be discovered (Somani, 2021). This “power beyond talent” encompasses the unique blend of individual strengths, passions, and motivations that each employee brings to the table (Ntara, 2023). As leaders and decision-makers, it becomes our duty to move beyond a passive reliance on surface-level skills and qualifications. Instead, we must actively seek out and cultivate these hidden talents (Haslam, Alvesson, & Reicher, 2024).

By delving deeper into the diverse capabilities and experiences of our workforce, it is possible to promote employee’s innovation, growth, and sustained success (Sypniewska, Baran, & Kłos, 2023). Each employee possesses a unique set of skills, perspectives, and experiences that can contribute meaningfully to the collective good of the organisation (Somani, 2021). Recognising and harnessing these individual strengths lies at the heart of unleashing the full potential of teams.

Leaders as Talent Champions:

Leaders play a pivotal role in fostering an environment that unlocks the “power beyond talent.” This requires a proactive approach that involves: Regular Skill Assessments: Implementing regular assessments helps identify individual strengths and areas for development (WEF, 2024).

Investment in Skill Development: Providing opportunities for continuous learning and skill development empowers employees to enhance their capabilities (Hieu, 2020).

Platforms for Talent Showcase: Creating platforms for employees to showcase their talents and expertise fosters a culture of innovation and recognition (Zhang, Zeng, Liang, Xue, & Cao, 2023). By investing in the personal and professional development of their workforce, leaders not only enhance individual performance but also cultivate a wellspring of talent that drives collective success and contributes towards organisational excellence.

3.2 Fulfilment in employment

Fulfilment in employment is not merely a bonus; it is the foundation upon which organisational success is built (Pandya, 2024). When individuals discover true purpose and meaning in their work, they transcend the role of passive contributors, evolving into dedicated stakeholders deeply invested in the organisation’s long-term success. This profound sense of purpose fosters not only engagement and loyalty but also ignites a passion for excellence that drives high performance across all levels of the organisation (Patil, et al., 2024).

Aligning personal values with the mission and vision of the organisation creates a powerful synergy. Employees become a medium through which positive change, innovation, and growth can occur. This alignment of purpose and fulfilment forms the bases of a vibrant and thriving organisational culture, one that fosters a sense of shared responsibility and generates a way for sustained success and prosperity.

3.3 Purpose-driven staff

Purpose-driven staff are the essence, of an organisation’s success. They infuse every aspect of the workplace with a contagious energy, enthusiasm, and dedication that fuels innovation and growth (Garr & Freitag, 2020). When employees experience a sense of purpose at work, they transcend the role of mere cogs in the machine. They become passionate champions of the organisation’s mission and vision, actively contributing to achieving shared goals.

Their motivation extends far beyond the allure of financial incentives. Purpose-driven staff are driven by an intrinsic desire to make a positive impact, not just on the organisation’s bottom line, but also on the world around them (Manzoor, Wei, & Asif, 2021). This intrinsic motivation fuels a dedication to excellence and a willingness to go the extra mile, ultimately propelling the organisation towards sustainable success (Somani, UNDERSTANDING THE CONCEPT OF MOTIVATION A N D LIFE SKILLS THROUGH LITERATURE, 2021). By fostering a culture that aligns individual purpose with organisational goals, leaders can cultivate a workforce brimming with passionate change-makers who are dedicated to leaving a lasting legacy.

3.4 Investing in staff

Investing in staff is not an expense; it’s a strategic investment in the future of organisations (Li, 2022). When leaders prioritise the well-being, growth, and professional development of their employees, they unlock a wealth of potential that translates into tangible benefits.

This includes heightened productivity, a surge in innovation, and a trajectory towards sustainable growth.

By providing opportunities for continuous learning, mentorship, and career advancement, we empower our employees to reach their full potential and contribute meaningfully to the organisation’s success.

This shift in perspective is no longer theoretical. Leading companies across diverse industries have embraced this new paradigm, investing in staff and are now reaping the rewards (BRUNO, HE, HENISZ, POLLOCK, & ULRICH, 2023). By prioritising employee fulfilment and forging a strong alignment between organisational goals and the best interests of their workforce, these companies are not only achieving traditional measures of success but are also setting new standards for excellence, innovation, and social responsibility. This commitment to their human capital translates into a competitive advantage that facilitates them towards long-term prosperity.

3.5 Increasing productivity

Increasing productivity is a fundamental goal for any organisation seeking to maintain a competitive edge and drive sustainable growth. This can be achieved through a multi-pronged approach that optimises processes, streamlines workflows, and leverages technology to enhance efficiency and output across all operational levels (Rožman, Tominc, & Štrukelj, 2023). Investing in employee development plays a crucial role in this equation. By providing access to training opportunities and the latest tools and resources, organisations empower their workforce with the skills and knowledge necessary to perform at their best (Somani, Progressing Organisational Behaviour towards a New Normal, 2021). Furthermore, fostering a supportive work environment that prioritises well-being and reduces stress can significantly enhance employee engagement and motivation, leading to higher productivity.

Beyond individual capabilities, fostering a culture of accountability, clear communication, and collaboration is essential for successful teamwork.

Empowering teams to work effectively together, share knowledge, and solve problems collaboratively enables them to achieve higher levels of performance and optimise collective output. Ultimately, prioritising productivity allows organisations to maximise their resources, minimise waste, and achieve greater profitability. This not only ensures long-term success but also positions the organisation for continued growth and competitive advantage in the ever-evolving business environment.

3.6 Leading companies across industries

Leading companies across various industries have embraced a progressive approach that prioritises employee fulfilment, invests in staff development, and aligns organisational goals with employee well-being. This forward-thinking strategy reaps significant rewards. These companies consistently report increased employee engagement, a surge in innovation, and a demonstrably more positive organisational culture. According to Wellable the top ten companies setting new standards for employee engagement in 2024 include: Google, Mastercard, Cisco Systems, Rakuten, Salesforce, Apple, Kaiser Permanente, Microsoft, Society For Human Resource Management (SHRM), NVIDIA (Wellable, 2024).

By fostering a sense of purpose and fulfilment among their employees, these top performers experience tangible benefits in productivity, efficiency, and sustainable growth. They serve as shining examples of how prioritising employee well-being and investing in staff development leads not only to financial success but also to long-term viability and prosperity in today’s competitive business landscape.

A Shift in Perspective: Recognising Employees as Assets

This shift in perspective acknowledges employees not simply as workers, but as invaluable assets crucial to the company’s success (Davidescu, Apostu, Paul, & Casuneanu, 2020).

This translates into a commitment to creating a supportive and inclusive work environment that actively promotes employee well-being, professional growth, and development.

Fostering Open Communication: A Foundation for Success

Fostering open communication channels and actively soliciting feedback from employees is essential (Kimani, 2024). This ensures their voices are heard and valued, and also helps identify areas for improvement within the organisation. By proactively looking out for the best interests of employees, organisations cultivate a sense of trust and loyalty, ultimately creating a foundation for sustained success and excellence. Figure 2 highlights the impact poor communication has on workers according to the 2024 state of business communication report.

Hence this emphasises the need for excellence communication within an organisation to thrive towards success.

Investing in People: Beyond Financial Incentives

Leading organisations strive to understand the needs and aspirations of their workforce. This goes beyond offering competitive salaries and benefits. It means providing opportunities for career advancement, skills development programmes, and promoting healthy work-life balance (Liu & Liu, 2022).

4.0 Conclusion

The relentless pursuit of financial gain, market share, and industry accolades has long been the traditional measure of organisational success. However, this study compels us to consider a more holistic perspective. True and sustainable success lies not just in financial metrics, but in the well-being and happiness of employees. As leaders, there is a fundamental responsibility to look out for the best interests of those under our care, fostering an environment where every individual feels valued, supported, and empowered to reach their full potential.

This research has shed light on the limitations of traditional, purely financial measures of organisational success. It compels us to embrace a more holistic perspective, recognising the well-being and development of our workforce as the foundation of true and sustainable success. Leaders have a critical role to play in fostering an environment that unlocks the “power beyond talent” within their employees. By nurturing a culture of purpose, fulfilment, and growth, organisations can unleash a wealth of potential for innovation, competitive advantage, and societal impact.

This shift in focus is not merely aspirational; it is a strategic imperative in today’s dynamic business world. By prioritising the human element within our organisations, we can build a future where success is not just measured by profit margins, but by the collective well-being and prosperity of our people and the communities we serve.

Based on the research findings presented in this paper, the following recommendations are offered for leaders and organisations seeking to unlock the “power beyond talent” within their workforce and redefine success through a people-centric approach:

1. Invest in Identifying and Cultivating Hidden Potential:

Implement regular skills assessments to go beyond technical expertise and uncover the unique strengths, passions, and talents that each employee possesses.

Develop and implement targeted training and development programs that cater to individual needs and aspirations, fostering continuous learning and growth.

Create platforms and opportunities for employees to showcase their talents and expertise, fostering a culture of innovation and recognition.

2. Foster a Culture of Purpose and Fulfilment:

Align organisational goals with employee values by actively soliciting employee feedback and ensuring a sense of shared purpose.

Empower employees by providing them with ownership of their work and opportunities to make meaningful contributions. Promote open communication and transparency, fostering trust and a sense of belonging within the organisation.

3. Prioritise Employee Well-being and Growth:

Implement initiatives that promote work-life balance and reduce stress, fostering a healthy and engaged workforce.

Offer opportunities for mentorship, career advancement, and professional development, empowering employees to reach their full potential. Invest in creating a supportive and inclusive work environment that celebrates diversity and fosters a sense of community.

4. Measure and Track Impact:

Develop metrics to track the impact of employee well-being initiatives on key performance indicators (KPIs) such as engagement, productivity, and innovation.

Regularly assess employee satisfaction and conduct surveys to identify areas for improvement and ensure alignment with employee needs.

Benchmark against leading companies to continuously learn and adapt best practices in fostering a thriving work environment.

By implementing these recommendations, organisations can move beyond traditional measures of success and unlock the true potential of their workforce. Investing in people is not simply an expense; it’s a strategic investment in building a sustainable future for the organisation, its employees, and the wider community.

References

BRUNO, C . , H E , A . , HENISZ, W. J., POLLOCK, J., & ULRICH, E. (2023). The People Factor HOW INVESTING IN EMPLOYEES PAYS OFF.CPP INVESTMENTS INSIGHTS INSTITUTE, FCLTGLOBAL, THE WHARTON SCHOOL.

Davidescu, A. A., Apostu, S. A., Paul, A., & Casuneanu, I. (2020). Work Flexibility, Job Satisfaction, and J o b P e r f o r m a n c e a m o n g R o m a n i a n Employees—Implications for Sustainable Human Resource Management. Sustainability.

Garr, S. S., & Freitag, K. (2020). The Purpose Driven Organization: HR’s Opportunity During Crisis & Beyond. RedThread Research.

Grammarly. (2024, 02 21). The 2024 State of Business Communication Report: What You Need To Know. Retrieved from Grammarly: https://www.grammarly. com/business/learn/introducing-2024-state-of-business-communication/

Haslam, S. A., Alvesson, M., & Reicher, S. D. (2024). Zombie leadership : Dead ideas that still walk among us. The Leadership Quarterly. Hieu, V. (2020). Employee e m p o w e r m e n t a n d empowering leader – ship: A literature review. Technium, 20-28.

Kimani, B.  (2024 ). Internal Communication Strategies and Employee Engagement. Journal of Public Relations, 13-24.

Li, L. (2022). Reskilling and Upskilling the Future-ready Workforce for Industry 4.0 and Beyond. Inf Syst Front . Liu, W., & Liu, Y. (2022). The Impact of Incentives on Job Performance, Business Cycle, and Population Health in Emerging Economies. Frontiers in public health.

Manzoor, F., Wei, L., & Asif, M. (2021). Intrinsic Rewards and Employee’s Performance With the Mediating Mechanism of Employee’s Motivation. Front. Psychol.

Nguyen, T. M., Malik, A., & Budhwar, P. (2022). Knowledge hiding in organizational crisis: The moderating role of leadership. J Bus Res, 161-172.

Ntara, C. (2023). Talent management in the international business landscape. In S. Nagy, & A. M. Pelser, The improvement of Skills & Talents in the workplace. (pp. 89-113). Axiom Academic Publishers.

Omol, E., Mburu, L., & Abuonji, P. (2023). Digital maturity action fields for SMEs in developing economies. Journal of Environmental Science, Computer Science, and Engineering & Technology.

Owoseni, A. (2023). What is digital transformation? Investigating the metaphorical meaning of digital transformation and why it matters. Digital T ra n s f o r m a t i o n a n d Society, 78–96.

Pandya, J. (2024). Intrinsic & extrinsic motivation & its impact on organizational performance at Rajkot city: A review. Journal of Management Research and Analysis, 46-53.

Patil, S. S., Abraham, S., Sharma, I., Sharma, R., Prasad, J., & Gomathi, S. (2024). Exploring the Influence Mechanism of Strategic Leadership, Employee Engagement and Job Involvement; A Framework Model Approach. Journal of Informatics Education and Research, 1526-4726.

Rožman, M., Tominc, P., & Štrukelj, T. (2023). Competitiveness Through Development of Strategic Ta l e n t M a n a g e m e n t and Agile Management Ecosystems. Glob J Flex Syst Manag, 373–393.

Somani , P . ( 2 0 2 1 ) . Progressing Organisational Behaviour towards a New Normal. Journal of Economics, Finance and Management Studies, 1628-1633.

Somani , P . ( 2 0 2 1 ) . UNDERSTANDING THE CONCEPT OF MOTIVATION AND LIFE SKILLS THROUGH LITERATURE. In M. R. Rajwade, D. M. Nerkar, S. R. Kosambi, & S. S. Waghmare, The Reflections of Pandemics on Literature, Culture and Society (pp. 10-20). Mauritius: LAP.

Sypniewska, B., Baran, M., & Kłos, M. (2023). Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees. Int Entrep Manag J, 1069–1100. Wan g, H., Ch en, X.,

Wang, H., & Xie, M. (2022). Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators. Front. Psychol.

WEF. (2024). Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets. Geneva: World Economic Forum.

Wellable. (2024, 02 12). 15 Companies Setting New Standards For Employee Engagement In 2024. Retrieved from Wellable: https://www. wellable.co/blog/employee-engagement-companies/#h-10-nvidia

Zhang, W., Zeng, X., Liang, H., Xue, Y., & Cao, X. (2023). Understanding How Organizational Culture Affects Innovation Performance : A Management Context Perspective. Sustainability.

Analyse the role of sustainable business practices in mitigating climate change. Investigate the connection between entrepreneurial leadership and the adoption of sustainable practices. Explore how digital tools and innovation can be leveraged to enhance the effectiveness of sustainable business practices. Offer actionable insights for businesses seeking to align their operations with sustainability goals.

Keywords:

Sustainable Business, Entrepreneurship, Leadership, Climate Change, Digital Integration

Bio

Nkechi Okorocha is a pioneering Nigerian businesswoman who has made history in the UK. She achieved groundbreaking milestones, becoming the first Nigerian businesswoman in the UK to be recognised by the Guinness Book of Records. She also became the first woman to receive the Commonwealth Business Consultant in the UK and Ireland, and Lifetime Achievement Award from BEEFTA.

Alongside her husband, Mr. Ike Okorocha, a Consultant Obstetrician and Gynaecologist, Nkechi ventured to the United Kingdom in 1993, seeking new opportunities and a better life for their family. Despite facing challenges as an immigrant and mother of three, Nkechi’s determination and resilience supported by her husband propelled her to extraordinary success.

She is not only an accomplished accountant but also an author, mindset coach, mentor, and leader of leaders. Her wide-ranging expertise and unwavering commitment to excellence have earned her recognition and accolades both nationally and internationally.

Abstract

The profound impact of business operations on climate change has become an undeniable reality in contemporary life. Businesses worldwide are trying to understand how to create a balance between economic pursuits and environmental responsibility.

Through a thorough review of literature, this research analyses the relationship between sustainable business practices, entrepreneurship, and leadership. It also explores the impact of visionary leadership in fostering a corporate culture prioritising environmental responsibility and long-term sustainability with the objective of mitigating climate change.

Findings reveal that businesses adopting entrepreneurial initiatives grounded in environmental responsibility, innovation, and ethical practices play a pivotal role in mitigating climate change. The integration of sustainable business practices using digital means, coupled with effective leadership and leveraging digital innovations, not only reduces carbon footprints but enhances corporate resilience and long-term profitability.

This research provides actionable insights for businesses aligning their operations with sustainable development goals, emphasizing the significance of leadership in fostering a culture of sustainability.

It underscores the need for businesses to embrace practices harmonizing economic prosperity with environmental stewardship for a more resilient and responsible global business ecosystem.

Introduction

The stark reality of climate change, primarily driven by human activities, poses an existential threat to the planet’s health and the future of humanity (Kraakman, 2022) (IPCC, 2024). Businesses, once viewed as bystanders, are now recognised as major contributors. Their production processes, energy consumption, and waste generation leave a significant carbon footprint (Roletto, et al., 2024). Consumers are no longer passive participants – they are wielding their purchasing power as a powerful tool, demanding transparency and a strong commitment to sustainability from the companies they support (Huangfu, Ruan, Zhao, Wang, & Zhou, 2022). This shift in consumer behaviour has created an urgent need for businesses to transform. Simply “doing business as usual” is no longer tenable. This academic study delves into the crucial juncture of sustainable business practices, entrepreneurship leadership, and mitigating climate change. It delves into the role of entrepreneurial leadership in nurturing a culture of environmental accountability within Entrepreneurial leaders, characterised by vision, innovation, and a risk-taking spirit (Fontana & Musa, 2017), are uniquely positioned to drive positive change. They can champion sustainability initiatives, spearhead employee awareness campaigns, and develop innovative solutions to environmental challenges.

However, a superficial commitment to sustainability is insufficient. Businesses must integrate environmental responsibility into their core values and operational practices. This can encompass a range of initiatives, such as adopting renewable energy sources, implementing resource efficiency measures, and transitioning to circular economy models (Kumar, Darshna, & Ranjan, 2023). These practices not only demonstrate a commitment to environmental stewardship but can also lead to significant reductions in carbon footprints. Studies show that businesses prioritizing sustainability outperform their less sustainable counterparts in the long term (Somani, 2021).

By examining the critical relationship between these factors, this research aims to shed light on how businesses, spearheaded by visionary and entrepreneurial leadership, can contribute to a more sustainable future. This exploration will not only positively impact the environment but also strengthen the competitive edge of businesses in a marketplace increasingly driven by consumer demands for environmental responsibility.

Objectives

This research paper on Sustainable Business, Entrepreneurship Leadership, and Mitigating Climate Change aims to achieve the following objectives:

1. Analyse the role of sustainable business practices in mitigating climate change. This objective examines how businesses can reduce their environmental impact through practices like using renewable energy, reducing waste, and implementing resource efficiency measures. These objectives offer a thorough understanding of how the interplay between sustainable business practices, entrepreneurial leadership, and technological advancements can contribute to mitigating climate change.
2. Investigate the connection between entrepreneurial leadership and the adoption of sustainable practices. This objective explores how entrepreneurial leaders, characterised by vision, innovation, and risk-taking, can champion sustainability within organisations and drive positive environmental change.
3. Explore how digital tools and innovation can be leveraged to enhance the effectiveness of sustainable business practices. This objective examines how technologies like big data analytics and cloud computing can help businesses optimise resource use and reduce their environmental footprint.
4. Offer actionable insights for businesses seeking to align their operations with sustainability goals. This objective will translate the research findings into practical recommendations that businesses can implement to become more environmentally responsible.

These objectives offer a thorough understanding of how the interplay between sustainable business practices, entrepreneurial leadership, and technological advancements can contribute to mitigating climate change.

2.0 Methodology

This research paper on Sustainable Business, Entrepreneurship Leadership, and Mitigating Climate Change employed a literature review methodology to explore the existing body of knowledge on the subject.

Data Sources:

Academic databases: Scholarly articles were retrieved from reputable academic databases such as ScienceDirect, Google Scholar, JSTOR and Scopus. These databases provide access to peer-reviewed research on a wide range of business and environmental topics

Publications: Articles from credible business publications like Forbes were used to capture current trends in consumer behaviour and business practices related to sustainability.

Search Strategy: Keywords: A combination of relevant keywords was used to identify relevant literature. Examples include “sustainable business practices,” “entrepreneurial leadership,” “climate change mitigation,” “green economy,” “circular economy,” and “environmental responsibility.”

Inclusion and Exclusion Criteria: Articles were primarily selected based on the following criteria:

Publication Date: The emphasis was on recent publications (from the past decade) to ensure the research aligns with current trends and developments.

Relevance: Articles were included if they directly addressed the research objectives and provided valuable insights into the relationship between sustainable business practices, entrepreneurship leadership, and mitigating climate change.

Peer-Review: Peer-reviewed academic articles were prioritised to ensure the quality and credibility of the research.

Source Credibility: Articles from reputable organisations and business publications were also included to supplement the academic research.

Data Analysis:

A thematic analysis methodology was utilised to examine the gathered literature. This involved identifying recurring themes and concepts across the various sources. The research then synthesised and interpreted themes to cultivate a thorough comprehension of the correlation between the research variables.

3.0 Results and Discussion

3.1 The Role of Sustainable Business Practices in Mitigating Climate Change

The research overwhelmingly confirms a strong correlation between sustainable business practices and mitigating climate change. Businesses are major contributors to environmental issues through their core operations. There is a significant impact that businesses have on the environment, primarily through production processes, energy consumption, and waste generation (Velenturf & Purnell, 2021). However, the research also offers a beacon of hope by implementing sustainable practices, businesses can greatly lessen their environmental impact and play a crucial role in mitigating climate change.

Renewable Energy:

Shifting from fossil fuels to renewable energy sources like solar, wind, and geothermal power offers a significant opportunity to reduce greenhouse gas emissions (Qusay, et al., 2024). These clean energy sources produce minimal to no emissions during operation, drastically reducing a company’s carbon footprint. Figure 1 illustrates that renewable energy sources accounted for 40.8% of the power supplied to the National Grid in 2023. To elaborate, wind energy comprised 29.4% of the total, while solar projects contributed 4.9% (Paul, 2024).

Figure description : Supplier fuel mix: UK average (for the year 1 April 2022 to 31 March 2023)

Resource Efficiency:

Implementing measures to conserve resources like water, raw materials, and energy isn’t just environmentally friendly; it can also lead to significant cost savings for businesses (Moshood, et al., 2022). Resource efficiency practices can encompass various strategies, such as optimizing production processes to minimize waste, implementing water-saving technologies, and using energy-efficient equipment. These practices not only reduce a company’s environmental impact but also improve their resource utilization and potentially lead to increased profitability.

Circular Economy:

Transitioning from the conventional linear “take make-dispose” economic model to a circular economy model offers a holistic approach to mitigating climate change. The circular economy prioritizes waste minimisation and resource depletion by designing products for disassembly, reuse, and recycling (Sönnichsen, de Jong, Clement, Maull, & Voss, 2024). This can involve practices like extending product lifespans through modular design, developing take-back programs for used products, and incorporating recycled materials into production processes. By closing the resource loop, the circular economy minimises environmental impact and promotes resource sustainability. Furthermore, sustainable business practices often have a ripple effect. By reducing their environmental footprint, businesses not only contribute directly to climate change mitigation but also inspire and encourage other stakeholders to adopt sustainable practices. This creates a positive domino effect, paving the way for a more sustainable future.

3.2. Entrepreneurial Leadership and Sustainable Practices

The research underscores the critical role of entrepreneurial leadership in fostering a culture of environmental responsibility within organisations. Entrepreneurial leaders, characterised by their visionary thinking, innovative spirit, and willingness to take calculated risks (Nagrecha, 2024), are uniquely positioned to drive positive environmental change. They act as catalysts, facilitating their organisations towards a more sustainable future through several key strategies:

Championing Sustainability Initiatives

Effective leaders set the tone from the top (Somani, Progressing Organisational Behaviour towards a New Normal, 2021). They actively promote sustainability within the organisation by integrating environmental responsibility into the company’s mission, vision, and core values. This commitment manifests in actions like advocating for green investments in renewable energy sources, resource-efficient technologies, and circular economy initiatives (Hariram, Mekha, Suganthan, & Sudhakar, 2023). By championing these initiatives, leaders not only demonstrate their own commitment but also inspire and empower employees to embrace sustainability.

Employee Awareness and Engagement:

A critical component of fostering a culture of sustainability is ensuring employee buy-in (Ketprapakorn & Kantabutra, 2022). Entrepreneurial leaders can spearhead comprehensive employee awareness campaigns to educate employees on the environmental impact of the company’s operations and the importance of sustainable practices (PBCom, 2022). This can encompass workshops, training programs, and internal communication initiatives that highlight the company’s sustainability goals and empower employees to contribute. Additionally, leaders can create opportunities for employee engagement through initiatives like volunteer programs focused on environmental restoration or internal competitions that incentivise sustainable practices in daily operations.

Developing Innovative Solutions:

Entrepreneurial leaders thrive in environments that encourage innovation (Ercantan, Eyupoglu, & Ercantan, 2024). They can foster a culture of creative problem-solving within their organisations, specifically targeting environmental challenges. This can involve encouraging employees to brainstorm and develop new technologies, products, or business models that address environmental concerns. Additionally, leaders can champion research and development initiatives focused on finding sustainable solutions to industry-specific environmental problems. By fostering a culture of innovation, entrepreneurial leaders empower their teams to become active participants in the fight against climate change. Furthermore, effective entrepreneurial leaders understand the importance of leading by example (Malibari & Bajaba, 2022). They integrate sustainable practices into their own work styles and decision-making processes. This can involve setting ambitious environmental goals for the organisation, adopting eco-friendly practices within their departments, and demonstrating a personal commitment to sustainability. By leading by example, entrepreneurial leaders inspire others to follow suit and help build a more sustainable future.

3.3. Digital Tools and Sustainable Business Practices

The research highlights the crucial role of digital tools and innovation in amplifying the effectiveness of sustainable business practices. These tools act as an extension of a company’s sustainability efforts, providing valuable data, optimising processes, and driving real-world environmental improvements. Some key digital weapons in the fight against climate change:

Big Data Analytics:

In today’s data-focused world, big data analytics has risen as a game-changer for sustainable businesses (Masenya, 2023). Businesses can leverage this technology to collect and analyse large volumes of data pertaining to their operations, including energy consumption, resource use, and waste generation. By analysing with this data, companies can pinpoint areas for enhancement and utilise data-driven insights to streamline their processes. For example, businesses can use analytics to pinpoint inefficiencies in their supply chains, identify opportunities for reducing material waste, or track their progress towards renewable energy goals. This data driven approach allows businesses to target their sustainability efforts strategically and maximise their environmental impact.

Cloud Computing:

Cloud computing offers a sustainable advantage by enabling businesses to reduce their reliance on physical infrastructure (Yenugula, Sahoo, & Gowswami, 2024). Traditional on-premises data centres require significant energy for cooling and powering servers. By migrating to the cloud, businesses can leverage the efficiency of large-scale data centres operated by cloud providers, who are increasingly investing in renewable energy sources to power their operations. Furthermore, cloud computing facilitates increased flexibility and scalability, empowering businesses to adjust their resource usage based on real-time needs, further minimising their environmental footprint.

Internet of Things (IoT):

The Internet of Things (IoT) is revolutionising the way businesses collect and utilise environmental data (Langley, et al., 2021). IoT sensors can be embedded in equipment, buildings, and even throughout supply chains, allowing for realtime monitoring of energy use, resource consumption, and environmental conditions. This real-time data provides invaluable insights for businesses to identify inefficiencies and make immediate adjustments. For example, a manufacturing plant can use IoT sensors to monitor energy usage on individual machines, allowing them to identify and address energy-consuming equipment. Similarly, smart agriculture techniques can leverage IoT sensors to optimise water usage and fertiliser application, minimising environmental impact.

Beyond these core tools, the digital landscape offers a plethora of other innovative solutions. Artificial intelligence (AI) can be used to automate tasks and optimise resource use, while blockchain technology can improve supply chain transparency and promote sustainable sourcing practices (Tsolakis, Schumacher, & Dora, 2023). By embracing these digital tools and fostering a culture of innovation, businesses can unlock a new level of environmental responsibility and make a substantial contribution to fostering a more sustainable future.

Sustainable business practices offer a viable path towards mitigating climate change. Businesses that prioritise sustainability not only enhance environmental sustainability but also attain a competitive advantage in a marketplace increasingly driven by consumer demands for environmental responsibility. However, challenges remain. Implementing sustainable practices can require significant upfront investments (Zenghelis, Serin, Stern, & Valero, 2024). Businesses may also face resistance from traditional mindsets within the organisation. Additionally, the effectiveness of these practices relies heavily on strong leadership commitment and employee buy-in.

4.0 Conclusion

The overwhelming scientific consensus indicates a negative impact on climate change, driven by human activities, posing a dire threat to our planet’s health and humanity’s future. Businesses, once viewed as bystanders, are now recognised as major contributors through their environmental footprint. Consumers are demanding transparency and a strong commitment to sustainability, forcing businesses to re-evaluate their operations (Reichheld, Peto, & Ritthaler, 2023). This research delved into the critical intersection between sustainable business practices, entrepreneurial leadership, and mitigating climate change. The findings highlight the crucial role of sustainable practices like renewable energy, resource efficiency, and circular economy models in reducing a business’s environmental impact. Furthermore, the research emphasises the importance of entrepreneurial leadership in driving positive change. Entrepreneurial leaders, characterised by vision and risk-taking, can champion sustainability initiatives, raise employee awareness, and foster innovation for environmental solutions. Additionally, digital tools like big data analytics, cloud computing, and the Internet of Things offer valuable resources for optimising resource use and improving environmental performance.

In conclusion, this research underscores the critical role businesses can play in mitigating climate change. By embracing sustainable practices and leveraging entrepreneurial leadership and digital tools, businesses can transition towards a more sustainable future. This not only benefits the environment but also strengthens their competitive edge in a marketplace increasingly driven by consumer demands for environmental responsibility.

Recommendations

Drawing from the conclusions of this research, the subsequent recommendations are proposed:

Businesses should conduct a sustainability audit to identify areas for improvement in their operations. Entrepreneurial leaders should champion sustainability within their organisations and develop a clear vision for a sustainable Businesses should invest in digital technologies like big data analytics and cloud computing to optimise resource usage and reduce environmental impact.

Collaboration with stakeholders, such as suppliers and customers, is crucial to promote sustainable practices throughout the supply chain.

Businesses should prioritise transparency in their sustainability efforts, communicating their initiatives and progress to stakeholders.

Governments can incentivise sustainable business practices through tax breaks, subsidies, and favourable regulations.

Educational institutions can play a vital role by equipping future business leaders with the knowledge and skills necessary to integrate sustainability into their business models. Further research exploring successful case studies and specific digital tool applications within sustainable business models can provide even more valuable insights for businesses seeking to adopt a more environmentally responsible approach.

References

Ercantan, K., Eyupoglu, Ş., & Ercantan, Ö. (2024). The Entrepreneurial Leadership, Innovative Behaviour, and Competitive Advantage Relationship in Manufacturing Companies: A Key to Manufactural Development and Sustainable Business. Sustainability.

Fontana, A., & Musa, S. (2017). The impact of entrepreneurial leadership on innovation management and its measurement validation. International Journal of Innovation Science.

Hariram, N., Mekha, K., Suganthan, V., & Sudhakar, K. (2023). Sustainalism: An Integrated SocioEconomic-Environmental Model to Address Sustainable Development and Sustainability. Sustainability.

Huangfu, Z., Ruan, Y., Zhao, J., Wang, Q., & Zhou, L. (2022). Accessing the Influence of Community Experience on Brand Loyalty Toward Virtual B ra n d C o m m u n i t y : Developing Countr y Perspective. Front Psychol.

IPCC. (2024). Climate change: a threat to human wellbeing and health of the planet. Taking action now can secure our future. Geneva: The Intergovernmental Panel on Climate Change.

IRENA. (2017). RENEWABLE ENERGY: A KEY CLIMATE SOLUTION. International Renewable Energy Agency.

Ketprapakorn, N., & Kantabutra, S. (2022). Toward an organizational theory of sustainability culture. Sustainable Production and Consumption.

Kraakman, J. T. (2022). Gas Crossover in Alkaline Water Electrolysis. Eindhoven: Eindhoven University of Technology.

Kumar, S., Darshna, A., & Ranjan, D. (2023). A review of literature on the integration of green energy and circular economy. Heliyon.

Langley, D. J., Doorn, J. V., Ng, I. C., Stieglitz, S., Lazovik, A., & Boonstra, A. (2021). The Internet of Everything: Smart things and their impact on business models. Journal of Business Research, 853-863.

Malibari, M. A., & Bajaba, S. (2022). Entrepreneurial leadership and employees’ innovative behavior: A sequential mediation analysis of innovation climate and employees’ intellectual agility. Journal of Innovation & Knowledge

Masenya, T. M. (2023). Big Data Analytics as a Game Changer for Business Model Innovation in Small and Medium-Sized Enterprises in South Africa. International Journal of Innovation in the Digital Economy (IJIDE), 1-17.

Moshood, T. D., Nawanir, G., Mahmud, F., Mohamad, F., Ahmad, M. H., & AbdulGhani, A. (2022). Sustainability of biodegradable plastics: New problem or solution to solve the global plastic pollution? Current Research in Green and Sustainable Chemistry.

Nagrecha , J . (2024). Becoming An Entrepreneurial Leader In A World Striving For Consistency. Forbes.

Paul. (2024, 03 01). Renewable energy policy: solar and wind statistics (2024). Retrieved from Searchland: https:// searchland.co.uk/blog/ renewable-energy-policy-what-now

PBCom. (2022, 06 24). PBCOM EMPLOYEES C A S T E D T H E I R #VoteForEarth. Retrieved from PBcom: https:// www.pbcom.com. ph/media-center/pbcom-employees-casted-their-voteforearth#url

Qusay, H., Viktor, P., Al-Musawi, T. J., Ali, B. M., Algburi, S., Alzoubi, H. M., . . . Jaszczur, M. (2024). The renewable energy role in the global energy Transformations. Renewable Energy Focus.

Reichheld, A., Peto, J., & Ritthaler, C. (2023). Research: Consumers’ Sustainability Demands Are Rising. Harvard Business Review.

Roletto, A., Zanardo, M., Bonfitto, G., Catania, D., Sardanelli, F., & Zanoni, S. (2024). The environmental impact of energy consumption and carbon emissions in radiology departments: a systematic review. European Radiology Experimental.

Somani, P. (2021). IMPACT OF CLIMATE CHANGE AND COVID-19 ON HEALTH. Journal of Hunan University (Natural Sciences), 184-193.

Somani, P. (2021). Progressing Organisational Behaviour towards a New Normal. Journal of Economics, Finance and Management Studies, 1628-1633.

Sönnichsen, S., de Jong, A., Clement, J., Maull, R., & Voss, C. (2024). The Circular Economy: A Transformative Service Perspective. Journal of Service Research.

Tsolakis, N., Schumacher, R., & Dora, M. e. (2023). Artificial intelligence and blockchain implementation in supply chains: a pathway to sustainability and data monetisation? Ann Oper Res, 157–210.

Tsolakis, N., Schumacher, R., & Dora, M. e. (2023). Artificial intelligence and blockchain implementation in supply chains: a pathway to sustainability and data monetisation? Ann Oper Res, 157–210.

Yenugula, M., Sahoo, S. K., & Gowswami, S. (2024). Cloud computing for sustainable development: An analysis of environmental, economic and social benefits. Journal of Future Sustainability, 45-60.

Zenghelis, D., Serin, E., Stern, N., & Valero, A. (2024). Boosting growth and productivity in the United Kingdom through investments in the sustainable economy. Grantham Foundation.

The aim of this study is to identify all the Impact of tourist adoption and acceptance of smartphone applications in hospitality and tourism industry as perceived by tourists for the successful ongoing of their tour.

Bio

Dr. Goldi Puri (M.B.A., P.G.D.C.A., PhD.) is an Associate Professor at the Institute of Hotel and Tourism Management (IHTM) in the Faculty of Management Sciences & Commerce. He is also the Vice President of Maharshi Dayanand University Teaching Association (MDUTA). Dr. Goldi Puri is an editorial board member and reviewer of various journals.

Abstract

Utilisation of Web, Cell phone and its applications has seen a gigantic development in neighborliness and the travel industry. In the present fast world individuals use cell phones not just for their everyday exercises rather they utilize cell phones for their excursion arranging exercises too. Presently numerous academicians additionally cantered their concentrate around shopper’s goal to take on the cell phone and other innovative progressions. The motivation behind this study is to distinguish the elements that influence the reception of cell phone and its applied applications. These variables were distinguished structure different recently utilized mechanical acknowledgment mode like Cap, IDT, SCT, UTAUT, UTAUT-2. The consequence of the review distinguished that Exhibition anticipation, Exertion hope, Social impact; Libertine inspiration and working with condition are the most important variables that influence the reception of cell phones by the buyers. Keywords: Smartphone adoption, Smartphone applications, Technology adoption,

Introduction

Innovation is moving exceptionally quick among the enterprises. The travel industry and accommodation industry is additionally developing quickly with the interference of data advances. Advancements have advanced toward portable and web 2.0 applications which are begun from market innovation and followed by applications. Today the greater part of the businesses needs assistance of shopper sites to play out all PR and advertising assignments to cover the clients all over the planet. The travel industry and neighborliness areas, which are interconnected with one another are widely benefit ICT frameworks. The most widely recognized utilization of ICT framework is to upgrade the correspondence between visit administrators, travel services and vacationers. Pretty much every vacationer place, inns, resorts, transportation and furthermore different partners of the travel industry and friendliness industry acknowledged ICT and, it turned into a perceptible piece of the business. These days, the transformation of e-the travel industry and the travel industry and friendliness exercises are developing quickly, for example, online development booking, flashpackers, sightseeing websites, e-local area experts and so on( (Khatri, 2019).

A Cell phone can be portrayed as a pocket/handheld cell phone with more grounded figuring capacities, bigger screens, solid Web access and area based help. The Cell phone has gotten a genuine insurgency the travel industry. Present day the travel industry establishments have adjusted to the new computerized time for the better administration and formative undertakings. The effectiveness of the use of Cell phones and their applications has propelled the clients to involve this gadget for all reasons including travel and the travel industry. Ease of use of Cell phones relies generally upon an admittance to Remote Web called Wi-Fi. Anyway there are disconnected applications accessible likewise which implies that the versatile application can be utilized when there is no Wi-Fi association accessible in the telephone. The Cell phone clients can get data around great many objections, occasions, cafés, inns, vehicle rentals and so on from only a single tick away by utilizing Google or Hurray devices of Cell phones.

Cell phones use, particularly ‘versatile applications’ has impacted regular daily existence as well as affects the travel industry and travel conduct of individuals. Current explorer improves their movement experience utilizing brilliant innovation (Karanasios et al., 2012) and to upgrade it, a wide assortment of cell phone applications are accessible across range of movement administrations

Versatile computerized applications (“applications” from this point forward), the center capability being used of cell phone, are There are various models/hypotheses accessible that clear up the purchaser’s expectation for the reception of innovation including Hypothesis of Contemplated Activity by Fishbein and Ajzen’s (1975), Innovation Acknowledged Model by Davis(1989), Hypothesis of Arranged Conduct by Ajzen(1991), Model of PC Use by Thompson et al.(1991), Advancement Dissemination Model by Moore and Benbasat(1991), Inspiration Model by Davis, Bagozzi and Warshaw(1992), Social Mental Hypothesis by Compeau and Higgins 1995. The point of this study is to recognize every one of the variables that influence the reception of cell phones and their applications to get all the necessary data for movement. Besides this concentrate likewise analyzes every one of the models connected with innovation reception particularly in the point of view of the travel industry and neighborliness industry. In this concentrate no new procedure or new hypothetical structure is embraced, this study is absolutely founded on writing survey.

Literature Review

Jennings and Weiler 2006 express that getting it, learning, and visiting the touristic places and the experience of rich culture established in such areas are the variables that are useful in the advancement of touristic experience. The spots that travelers visit and the way of life they experience there are connected with them by partners, including the travel industry specialist co-ops, vacationers, legislatures, and nearby networks and these partners with regards to the travel industry intervenes the vacationer experience in sure and negative habits through the portrayal of data. Local area expert is the best illustration of the go betweens in the travel industry. Cohen (1985) expressed that local area expert gives an intervention instrument to vacationers which joins voyagers with local people and furthermore deciphers the rich nearby culture to the travelers.

As per Leiper (1990), sightseers straightforwardly get data about their objective/ attractions by means of print media, for example, writing, magazines and through electronic media like film, television and recordings, which make due “vacationers look” by creating and reinforcing explorers’ expectation to travel places (Urry 1990). These days cell phone helps not just in essential travel courses of action like preparation, reservation, and route, however it additionally work on quite a large number “miniature minutes” and helps in inside movement exercises like – finding corner stores, figuring holding up season of rides, with an enormous scope of data administrations (D. Wang et al., 2011).

(D. Wang et al., 2012) broke down the traveler’s survey on utilization of cell phone and its related applications to know the intercession system of Cell phone applications in the development of vacationer’s insight. With the end goal of this study 202 positive audits were screened out of 37133 all out surveys are related with the main 100 most famous travel related Cell phone applications utilized by vacationer’s downloaded from Apple store. The finding of the review uncovers that moment data supplier system of Cell phone applications assisted the vacationer’s with managing unforeseen circumstances, and the sharing component of Cell phone applications are a portion of the variables that aided in the development of touristic experience.

Customer adoption and acceptance of Smartphone apps

(Jeon et al., 2018) led a concentrate on Client’s goals to distinguish the utilization of Cell phone applications for flight ticket appointments by utilizing the drawn out rendition of Brought together hypothesis of Acknowledgment and utilization of Innovation (UTAUT), client contribution, saw trust and client creativity were the extra factors to the first four factors of UTAUT model, the first four factors are execution hope, social impact, exertion hope and working with conditions. 369 respondents were chosen for the review from Korea who recently made enlistment for their flight tickets using Cell phone applications. The aftereffect of the review distinguishes that presentation an
ticipation, working with conditions, client creativity and saw trust are the elements that emphatically influence the client’s expectations to utilize the Cell phone applications for flight ticket appointments. Among every one of the elements execution anticipation is the most grounded factor among every one of the variables that outcomes in the figuring out client’s goals to utilize Cell phone applications for flight ticket appointments.

Cell phone are additionally utilized for amusement purposes. Travelers utilize cell phone and its united applications to acquire a few new encounters at vacation spots and these fills in as a moment useful help supplier to sightseers (Dorcic et al., 2018); (Gha[1]deri et al., 2019); (D. Wang et al., 2014). (Germann Molz, 2012) made sense of that cell phone associate vacationers with others while on visit. Besides cell phone gives a feeling of virtual closeness with the companions and family members of vacationer while on their outing. Sightseers use cell phone at the hour of sensation of forlornness and in the middle of between the exercises (Kirova and Vo, 2019); (D. Wang et al., 2014). Duffy (2019) inspected that constantly utilizing of cell phone by vacationers at traveler locations can either improve or ruin the generally touristic experience with the location and connectedness with local people.

“Partner in crime connectedness” signifies the fondness of common in the middle among sightseers and their movement partner (Misra et al., 2016). So that, there is an opportunity assuming sightseers and their movement partners are very much associated with one another, vacationers are not squandering their energy on cell phones and lessening some dreariness during the visit. At the point when a vacationer is com[1]monly associated with their movement partner, their excursion is bound to be fulfilled, and such sentiments might prompt generally speaking traveler fulfillment too (Wang and jiang, 2020). Nonetheless, sightseers are typically use cell phone during their excursion, in light of the fact that cell phones are habitually contemplated to be certainty by their purchasers (Hsiao, 2017).

Factors affecting adoption of smartphone applications in hospitality and tourism industry

Since the improvement of Data Innovation, researchers created numerous hypothetical models connected with the reception and utilization of IT. In this concentrate every one of the major hypothetical models have been examined that have been created and changed by the explores throughout the time span to get a superior understanding of the client reception of utilizing a specific innovation. Ajzen and Fishbein in 1975 created Hypothesis of Contemplated Activity (TRA), there are two develops of this model Disposition and Abstract standards which are indicator of conduct aims. Demeanor characterized as a recommended conduct of positive or negative disposition after the outcomes of any activity. Abstract standards characterized as assessment of the person against any individual who thinks he/she ought to or shouldn’t play out some random way of behaving. Innovation Acknowledgment Model (Cap) created by Davis in 1989 got from Hypothesis of Contemplated Activity (Ajzen and Fishbein, 1975). There are two factors of Cap Apparent usability and Saw convenience. Davis characterized apparent usability as “how much an individual accepts that utilizing a specific framework would be liberated from exertion”. Seen handiness is characterized as “how much an individual accepts that utilizing a specific framework would upgrade their work execution”. It is utilized on broad level by numerous analysts to distinguish and make sense of the client conduct towards acknowledgment of new innovation. Hat is chiefly used to make sense of client’s aim for take on the cell phone reception by sightseers, reception of cell phone applications by travelers, web reception, internet business reception, reception and use of the travel industry sites.

Execution hope is one of the four significant builds of UTAUT model created by Venkatesh that characterized as a degree in which client of the innovation accepts that by utilizing a specific innovation would work on his general execution. Execution hope is comparative with different builds like apparent convenience a significant develop of Cap and DPTB model, work fit a huge build of MPCU, Result assumptions a valuable build of SCT, Relative benefit a significant build of IDT and Extraneous Inspiration which is exceptionally helpful develop of MM. Exertion anticipation is one more significant variable of UTAUT model. Seen convenience (Hat), Usability (IDT) and Intricacy (MPCU) are factors comparative with Exertion anticipation broadly utilized by the specialists distinguishing

the goal of buyer’s reception of cell phone innovation. Likewise, Social impact (ICT), Social elements (MPCU), and Abstract standards (TPB and DPTB) factors are comparative with Social impact variable of UTAUT model. Moreover Saw Similarity (IDT) and Saw Conduct Control (DPTB) are the root develops of Working with Condition variable of UTAUT model.

Conclusion

Since the improvement of ICT in cordiality and the travel industry, it plays had a key impact in the quickly creating, changing and developing this industry 11. As a feature of ICT, buyers access the Web using cell phone, tablets and versatile applications. Vacationers use web to get to the movement related data by utilizing their cell phones whenever and at anyplace. The majority of the sightseers are reserving their lodgings and buying carrier tickets through their cell phone 7. Not just ICTs engage buyers to recognize, modify and buy the travel industry items however they additionally support the globalization of the business by giving successful instruments to providers to create, make due, and circulate their contributions around the world (Buhalis, 1998) 82.

Presently the scholastic scientists center their examination around the reception of versatile innovation particularly with regards to neighborliness and the travel industry. Accordingly, this study audits the all around existing investigations on the variables influencing reception of cell phones by buyers. Factors were investigated from different mechanical reception models including IDT, SCT, TRA, Cap, UTAUT and UTAUT-2.

The aftereffect of the review uncovered that Presentation anticipation, Exertion hope, Social impact, Decadent inspiration and working with condition are the most important elements that influence the reception of cell phones by the customers. Execution anticipation viewed as one of the most grounded determinants of innovation reception among the clients followed by the work hope. After execution anticipation and exertion hope, Social impact and gluttonous inspiration are likewise other significant determinant influencing the reception. Aside from the previously mentioned determinants Saw trust, Propensity, and Client Imaginativeness are the significant variables not entirely settled in the before explores as critical elements influencing the reception of cell phone by clients.

References

Ajzen, I., & Fishbein, M. (1975). A Bayesian analysis of attribution processes. Psychological bulletin, 82(2), 261.

Ajzen, I. (1991). The theory of planned behavior. Organizational behavior and human decision processes, 50(2), 179-211.

Ajzen, I. (2002). Residual effects of past on later behavior: Habituation and reasoned action perspectives. Personality and social psychology review, 6(2), 107-122.

Aldhaban, F., Daim, T. U., & Harmon, R. (2015, August). Exploring the adoption and use of the smartphone technology in emerging regions: a literature review and hypotheses development. In 2015 Portland International Conference on Management of Engineering and Technology (PICMET) (pp. 2355-2370). IEEE.

Anderson, R. E., & Srinivasan, S. S. (2003). E‐satisfaction and e‐loyalty: A contingency framework. Psychology & marketing, 20(2), 123-138.

Antunes, A., & Amaro, S. (2016). Pilgrims ’ Acceptance of a Mobile App for the Camino de Santiago. https://-  doi.org/10.1007/978-3-319-28231-2

Bakar, N. A., Alif, N., Nik, A., Maizana, N., Nawi, M., & Abdul, M. (2020). Travel Mobile Applications : the Use of Unified Acceptance Technology Model. February. https://- doi.org/10.35940/ijitee.B7661.019320

Bauer, R. A. (1960). Consumer behavior as risk taking. In Proceedings of the 43rd National Conference of the American Marketing Assocation, June 15, 16, 17, Chicago, Illinois, 1960. American Marketing Association.

Boontarig, W., Chutimaskul, W., Chongsuphajaisiddhi, V., & Papasratorn, B. (2012). Factors influencing the Thai elderly intention to use smartphone for e-Health services. SHUSER 2012 – 2012 IEEE Symposium on Humanities, Science and Engineering Research, 479–483. https://doi.org/10.1109/SHUSER.2012.6268881

Brown, S. A., & Venkatesh, V. (2005). Model of adoption of technology in households: A baseline model test and extension incorporating household life cycle. MIS quarterly, 399-426.

Chen, J. V., Yen, D. C., & Chen, K. (2009). The acceptance and diffusion of the innovative smart phone use: A case study of a delivery service company in logistics. Information and Management, 46(4), 241–248. https://- doi.org/10.1016/ j.im.2009.03.001+

Choudrie, J., Pheeraphuttharangkoon, S., Zamani, E., & Giaglis, G. (2014). Investigating the adoption and use of smartphones in the UK: a silver-surfers perspective.

Cohen, E. (1985). The tourist guide: The origins, structure and dynamics of a role. Annals of tourism research, 12(1), 5-29.

Compeau, D. R., & Higgins, C. A. (1995). Computer self-efficacy: Development of a measure and initial test. MIS quarterly, 189-211.

Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS quarterly, 319-340.

Davis, F. D., Bagozzi, R. P., & Warshaw, P. R. (1992). Extrinsic and intrinsic motivation to use computers in the workplace 1. Journal of applied social psychology, 22(14), 1111-1132.

Development, T., Awang, Z., Aziz, R. C., & Yusoff, A. M. (2020). Grab Pay App : The Factors Influencing Tourists ’ Behavioral Intention-to-Use. January.

Dodds, W. B., Monroe, K. B., & Grewal, D. (1991). Effects of price, brand, and store information on buyers’ product evaluations. Journal of marketing research, 28(3), 307-319.

Dogra, N. (2017). Tourist adoption of mapping apps : A utaut2 perspective of smart travelers Anil Gupta. 23(2), 145–161.

Dorcic, J., Komsic, J., & Markovic, S. (2018). Mobile technologies and applications towards smart tourism – state of the art. https://doi.org/10.1108/TR-07-2017-0121

Duffy, A. (2019). Two-way street: How smartphones and the social web impact the traveller’s liminal gaze. Mobile Media & Communication, 7(1), 60-75.

Ghaderi, Z., Hatamifar, P., Ghahramani, L., Ghaderi, Z., & Hatamifar, P. (2019). How smartphones enhance local tourism experiences ? 1665. https://- doi.org/10.1080/10941665.2019.1630456

Gretzel, U., Fesenmaier, D. R., Formica, S., & O’Leary, J. T. (2006). Searching for the future: Challenges faced by destination marketing organizations. Journal of Travel Research, 45(2), 116-126.

Gupta, A., Dogra, N., & George, B. (2017). What determines tourist adoption of smarthone apps? An analysis based on the UTAUT-2 framework. Journal of Hospitality and Tourism Technology.

Ho, R. C., Amin, M., & Ali, F. (2021). Integrative model for the adoption of tour itineraries from smart travel apps. Journal of Hospitality and Tourism Technology, 12, 372–378. https://doi.org/10.1108/JHTT-09-2019-0112

Hsiao, K. (2017). Compulsive mobile application usage and technostress : the role of personality traits. 41(2), 272–295.
https://doi.org/10.1108/OIR-03-2016-0091

Huang, Y. C., Chang, L. L., Yu, C. P., & Chen, J. (2019). Examining an extended technology acceptance model with experience construct on hotel consumers’ adoption of mobile applications. Journal of Hospitality Marketing and Management, 28(08), 1–24. https://- doi.org/10.1080/19368623.2019.1580172

Huang, Y., Chang, L. L., Yu, C., & Chen, J. (2019). Examining an extended technology acceptance model with experience construct on hotel consumers ’ adoption of mobile applications. 8623. https://- doi.org/10.1080/19368623.2019.1580172

Im, J. young, & Hancer, M. (2014). Shaping travelers ’ attitude toward travel mobile applications. Journal of Hospitality and Tourism Technology, 177–193. https://- doi.org/10.1108/JHTT-11-2013-0036

Jennings, G., & Weiler, B. (2006). Mediating meaning: Perspectives on brokering quality tourist experiences. In Quality tourism experiences (pp. 75-96). Routledge.

Jeon, H., Ali, F., & Lee, S. (2018). Determinants of consumers ’ intentions to use smartphones apps for flight ticket bookings. The Service Industries Journal, 0(0), 1–18. https://- doi.org/10.1080/02642069.2018.1437908

Jiang, J. J., Hsu, M. K., Klein, G., & Lin, B. (2000). E-commerce user behavior model: an empirical study. Human Systems Management, 19(4), 265-276.

Jyoti, C., Sutee, P., Efpraxia, Z., & George, G. (2014). Investigating the adoption and use of smartphones in the UK: A silver surfers perspective BT – 22nd European Conference on Information Systems, ECIS 2014, June 9, 2014 – June 11, 2014.

Karanasios, S., Burgess, S., & Sellitto, C. (2012). A classification of mobile tourism applications. In Global hospitality and tourism management technologies (pp. 165-177). IGI Global.

Khatri, I. (2019). Information Technology in Tourism & Hospitality Industry : A Review of Ten Years ’ Publications. 9, 74–87.

Kim, C., Mirusmonov, M., & Lee, I. (2010). An empirical examination of factors influencing the intention to use mobile payment. Computers in human behavior, 26(3), 310-322.

Kim, D., Park, J., & Morrison, A. M. (2008). A Model of Traveller Acceptance of Mobile Technology 1. 407, 393–407.

Kim, M., & Kim, J. Y. (2013). Antecedents and outcomes of attachment towards smartphone applications Chung K . Kim , Mina Jun *, Jeongsoo Han. 11(4), 393–411.

Kirova, V., & Vo, T. (2019). Information & Management Smartphone use during the leisure theme park visit experience : The role of contextual factors. Information & Management, 56(5), 742–753. https://- doi.org/10.1016/j.im.2018.11.008

Koenig-Lewis, N., Palmer, A., & Moll, A. (2010). Predicting young consumers’ take up of mobile banking services. International Journal of Bank Marketing, 28(5), 410–432. https://doi.org/10.1108/02652321011064917.

Leiper, N. (1990). Tourist attraction systems. Annals of tourism research, 17(3), 367-384.

Licoppe, C., & Heurtin, J. P. (2001). Managing one’s availability to telephone communication through mobile phones:
A French case study of the development dynamics of mobile phone use. Personal and ubiquitous computing, 5(2), 99-108.

Limayem, M., Hirt, S. G., & Cheung, C. M. (2007). How habit limits the predictive power of intention: The case of information systems continuance. MIS quarterly, 705-737.

Lin, J. C. C., & Lu, H. (2000). Towards an understanding of the behavioural intention to use a web site. International Journal of Information Management, 20(3), 197–208. https://- doi.org/10.1016/S0268-4012(00)00005-0

Ling, M., & Yuan, P. (2012, April). An empirical research: Consumer intention to use smartphone based on consumer innovativeness. In 2012 2nd international conference on Consumer Electronics, Communications and Networks (CECNet) (pp. 2368-2371). IEEE.

Lu, J., Mao, Z., Wang, M., & Hu, L. (2015). Current Issues in Tourism Goodbye maps , hello apps ? Exploring the influential determinants of travel app adoption. July. https://- doi.org/10.1080/13683500.2015.1043248

Luarn, P., & Lin, H. H. (2005). Toward an understanding of the behavioral intention to use mobile banking. Computers in human behavior, 21(6), 873-891.

Ma, L., & Peng, Y. (2012). Empirical research: Consumer intention to use smartphone based on consumer innovativeness. 2012 2nd International Conference on Consumer Electronics, Communications and Networks, CECNet 2012 – Proceedings, 2368–2371. https://doi.org/10.1109/CECNet.2012.6201892

Management, H., Chi, H., & City, M. (2019). ADOPTION OF MOBILE APPLICATIONS FOR IDENTIFYING TOURISM DESTINATIONS BY TRAVELLERS: 20(5), 860–877.

Mandrik, C. A., & Bao, Y. (2005). Exploring the concept and measurement of general risk aversion. ACR North American Advances.

Martín, H. S., & Herrero, Á. (2012). Influence of the user ’s psychological factors on the online purchase intention in rural tourism: Integrating innovativeness to the UTAUT framework. Tourism Management, 33(2), 341–350. https://doi.org/10.1016/j. tourman.2011.04.003

Meng, B., Kim, M., & Hwang, Y. (2015). Users and Non-users of Smartphones for Travel: Differences in Factors Influencing the Adoption Decision Users and Non-users of Smartphones for Travel : Differences in Factors Influencing the Adoption Decision. Asia Pacific Journal of Tourism Research, 1665(October). https://- doi.org/10.1080/10941665.2014.958508

Mills, J. E., & Morrison, A. M. (2003). Measuring Customer Satisfaction With Online Travel. Information and Communication Technologies in Tourism 2003, June 2014. https://- doi.org/10.1007/978-3-7091-6027-5

Misra, S., Cheng, L., Genevie, J., & Yuan, M. (2016). The iPhone effect: The quality of in-person social interactions in the presence of mobile devices. Environment and Behavior, 48(2), 275-298.

Molz, J. G. (2012). Travel connections: Tourism, technology and togetherness in a mobile world. Routledge.

Moore, G. C., & Benbasat, I. (1991). Development of an instrument to measure the perceptions of adopting an information technology innovation. Information systems research, 2(3), 192-222.

Moro, S., Rita, P., & Oliveira, T. (2018). Mobile services adoption in a hospitality consumer context. 12(1), 143–158. https://- doi.org/10.1108/IJCTHR-04-2017-0041

No, E., & Kim, J. I. N. K. I. (2013). Determinants of the Adoption for Travel Information on Smartphone. https://doi.org/10.1002/jtr

Nusair, K., Hua, N., Ozturk, A., & Butt, I. (2017). A theoretical framework of electronic word-of-mouth against the backdrop of social networking websites. Journal of Travel & Tourism Marketing, 34(5), 653-665.

Oh, S., Lehto, X. Y., & Park, J. (2009). Travelers ’ Intent to Use Mobile Technologies as a Function of Effort and Performance Expectancy. Journal of Hospitality Marketing & Management, November 2014, 765–781. https://-doi.org/10.1080/19368620903235795

Okumus, B., & Bilgihan, A. (2014). Proposing a model to test smartphone users ’ intention to use smart applications when ordering food in restaurants. 5(1), 31–49. https://- doi.org/10.1108/JHTT-01-2013-0003

Ozturk, A. B., Wei, W., & Hua, N. (2021). Factors affecting attendees continued use of mobile event applications. 12(2), 307–323. https://doi.org/10.1108/JHTT-03-2020-0058

Pan, D., Chen, N., & Rau, P. L. P. (2013). The acceptance and adoption of smartphone use among Chinese College students. Lecture Notes in Computer Science (Including Subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), 8023(PART 1), 450–458. https://- doi.org/10.1007/978-3-642-39143-9_50

Park, Y., & Chen, J. V. (2007). Acceptance and adoption of the innovative use of smartphone. Industrial Management and Data Systems, 107(9), 1349–1365. https://- doi.org/10.1108/02635570710834009

Phaosathianphan, N., & Leelasantitham, A. (2019). Understanding the Adoption Factors Influence on the Use of Intelligent Travel Assistant ( ITA ) for Eco-Tourists : An Extension of the UTAUT. International Journal of Innovation and Technology Management, 16(8), 1–26. https://- doi.org/10.1142/S0219877019500603.

Rathnam, G. (2005). Interaction effects of consumers’ product class knowledge and agent search strategy on consumer decision making in electronic commerce. IEEE Transactions on Systems, Man, and Cybernetics-Part A: Systems and Humans, 35(4), 556-573.

Regan, M. O., & Chang, H. (2015). Smartphone Adoption amongst Chinese Youth during Leisure-based Tourism : Challenges and Opportunities. Journal of China Tourism Research,  September. https://- doi.org/10.1080/19388160.2015.1077181

Rivera, M., Gregory, A., & Cobos, L. (2015). Mobile application for the timeshare industry: The influence of technology experience, usefulness, and attitude on behavioral intentions. Journal of Hospitality and Tourism Technology.

Tan, G. W.-H., & Lee, V. H. (2017). Mobile applications in tourism : The Future of Tourism Industry? Industrial Management and Data Systems.

Thompson, R. L., Higgins, C. A., & Howell, J. M. (1991). Personal computing: Toward a conceptual model of utilization. MIS quarterly, 125-143.

Urry, J. (1990). Tourist gaze: travel, leisure and society. Tourist gaze: travel, leisure and society.

Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User Acceptance of Information Technology: Toward A Unified View. MIS Quarterly, 27(3), 425–478.

Venkatesh, V., Thong, J. Y. L., & Xu, X. (2012). Consumer Acceptance and use of Information Technology : Extending the Unified Theory of Acceptance and use of Technology. MIS Quarterly, 36(1), 157–178.

Verkasalo, H., López-nicolás, C., Molina-castillo, F. J., & Bouwman, H. (2010). Telematics and Informatics Analysis of users and non-users of smartphone applications. Telematics and Informatics, 27(3), 242–255.https://doi.org/10.1016/j.tele.2009.11.001

Wang, C. (2014). Antecedents and consequences of perceived value in Mobile Government continuance use: An
empirical research in China. Computers in Human Behavior, 34, 140-147.

Wang, C. L., & Jiang, Y. (2019). Examining consumer affective goal pursuit in services: When affect directly influences satisfaction and when it does not. Asia Pacific Journal of Marketing and Logistics.

Wang, D., Park, S., & Fesenmaier, D. R. (2011). An Examination of Information Services and Smartphone Applications. 1–11.

Wang, D., Park, S., & Fesenmaier, D. R. (2012). The role of smartphone in Mediating the Touristic Experience. December 2011. https://doi.org/10.1177/0047287511426341

Wang, D., & Fesenmaier, D. R. (2013). Transforming the travel experience: The use of smartphones for travel. In Information and communication technologies in tourism 2013 (pp. 58-69). Springer, Berlin, Heidelberg.

Wang, D., Xiang, Z., & Fesenmaier, D. R. (2014). Smartphone use in Everyday life and travel. May. https://- doi.org/10.1177/0047287514535847

Wang, H., & Wang, S. (2010). Predicting mobile hotel reservation adoption : Insight from a perceived value standpoint.
International Journal of Hospitality Management, 29(4), 598–608. https://- doi.org/10.1016/j.ijhm.2009.11.001

Yenisey, M. M., Ozok, A. A., & Salvendy, G. (2005). Perceived security determinants in e-commerce among Turkish university students. Behaviour & Information Technology, 24(4), 259-274.

Yoon, S. S., & Kim, J. (2014). Extending the Technology Acceptance Model to Examine the Intention to Use Tourism Applications on Smartphone.

Zhang, L., Zhu, J., & Liu, Q. (2012). A meta-analysis of mobile commerce adoption and the moderating effect of culture. Computers in Human Behavior, 28(5), 1902–1911. https://doi.org/10.1016/j.chb.2012.05.008

Zhang, T., Seo, S., & Ahn, J. A. (2019). Why hotel guests go mobile ? Examining motives of business and leisure travelers and leisure travelers. Journal of Hospitality Marketing & Management, 28(05), 1–24. https://-doi.org/10.1080/19368623.2019.1539936

Zhou, T., Song, Y., Zhou, P., & Zhou, T. (2021). Continued use intention of travel apps : from the perspective of control and motivation. Technology Analysis & Strategic Management, 0(0), 1–14. https://- doi.org/10.1080/09537325.2021.1916457

Primary Objective:

To study the grading system followed by measuring employee performance.

Secondary Objectives:

To identify the employee knowledge over appraisal systems.

To assess the grading system followed for appraisal.

To find out the techniques followed in the grading system to face challenges in appraisal.

To evaluate the benefits out of the grading system of performance appraisal.

To suggest the methods to be followed to improvise the grading system.

Bio

Dr.Prassanna Sivanandam is a Professor and Dean Saveetha School of Management Additional Director of UBA and NSS.

ABSTRACT

Globally the success of any organization is increasingly depending upon the sustained results it can deliver on continuous basis. Human Resources Management is driving all resources towards achieving this effort and to satisfy all stake holders of the organizations. Performance management is seen as a strategic approach in delivering sustained organizational success by managing and improving the individual employee and team performance. Globalization has brought in pierce competition on the quality of products /services the companies have to deliver. Developing economies like Brazil, Russia, India and China (BRIC countries) are creating opportunities galore in the growth of new business sectors. The fast pace of development during the last decade has lead to dearth of employable people, more so in Banking, Insurance, IT and ITES sectors. The crucial challenge for the organizations is how to manage employee current performance and also to improve their future performance.

INTRODUCTION

PERFORMANCE APPRAISAL

The importance of Human Resource Management (HRM) and Human Resource Development (HRD) is increasingly being appreciated across the world. The objective of performance appraisal is to evaluate an employee’s performance of a job. Knowledge, skill and ability by themselves cannot guarantee performance. Hence, performance evaluation plays a pivotal role in measuring actual deliverables. Performance appraisal has gained momentum and critical importance in assessing employee’s actual work delivery. India, being a developing economy, with rapid expansion of industry, performance management and appraisal are critical factors in managing effective employee’s performance. Organizations are designing and implementing the right method of performance appraisals to achieve organizational objectives successfully.

The Oxford English Dictionary defines performance as the ‘accomplishment, execution, carrying out and working out of anything ordered or undertaken’. Hence, it is said that performance is the way the organizations, teams and individuals get their work done.

Campbell (1990) defines performance as behaviour. It is something done by the employee. This concept differentiates performance from out-comes. Outcomes are the result of an individual’s performance, but they are also the result of other influences. In other words, there are more factors which determine outcomes than just an employee’s behaviours and actions. Armstrong and Baron (1998) defined it as a “strategic and integrated approach to increasing the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors.” Brumbrach (1998) defines ‘performance means both behaviours and results. Behaviours emanate from the performer and transform performance from abstraction to action. The product of mental and physical effort applied to tasks and can be judged apart from results.’ Aubrey Daniels (2004) says that performance is a blend of two necessary critical elements, behaviour and results.

The Chartered Institute of Personnel and Development (CIPD) facts sheet defines that Talentconsists of those individuals who can make a difference to organizational performance, either through their immediate contribution or in the longer run by demonstrating the highest levels of potential. Talent management is the systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to an organization.

Performance management

The Society for Human Resource Management (SHRM) defines that “performance management is the organized method of monitoring results of work activities, collecting and evaluating performance to determine achievement of goals and using performance information to make decisions, allocate resources and communicate whether objectives are met.”

Institute of Personnel Management (1992)defines performance management as ‘A strategy which relates to every activity of the organization set in the context of its human resources policies, culture and style and communications systems. The nature of the strategy depends on the organizational context and can vary from organization to organization.’ According to Lockett (1992), ‘the essence of performance management is the development of individuals with competence and commitment, working towards the achievement of shared meaningful objectives within an organization which supports and encourages their achievement.’

American Compensation Association (1996) defines Performance Management as ‘an effective performance management system that aligns individual performance with the organization’s mission, vision and objectives.’

Bill Kennedy, DJ Ellison and Will Artley (2001) in the performance based management handbook defines that ‘Performance-based management is a systematic approach for performance improvement through an ongoing process of establishing strategic performance objectives; measuring performance; collecting, analysing, reviewing, and reporting performance data; and using that data to drive performance improvement.’ Susan M Heathfield (2005) defines that performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. ‘Performance management is a whole work system that begins when a job is defined as needed and it ends when an employee leaves the organization.’ Briscoe and Claus (2008) say ‘Performance management is the system through which organizations set work goals, determine performance standards, assign and evaluate work, provide performance feedback, determine training and development needs and distribute rewards.’

Performance Management Features

McMaster (1994) and Williams (2002) amongst others, suggest that the key sequences of performance management are as follow:

• Identification of strategic objectives
• Setting of departmental/team goals
• Activities identified/performance plan developed
• Outputs agreed
• Monitor/review of performance through appraisal
• Determine development needs
• Allocate reward

Performance rating scales

The most difficult part of the performance appraisal process is to accurately and objectively evaluate the employee performance. Five point rating scales are commonly used.

• Significantly exceeds the requirements (5)
• Exceeds requirements (4)
• Meets requirements (3)
• Does not consistently meet requirements (2)
• Below requirements (1)

Performance Management Process Model

Performance management becomes a primary tool for managing the business in shaping individual behaviour and ensuring these are directed towards achieving the strategic goals of the organization. As Mohrman and Mohrman (1995) emphasized, ‘performance management is managing the businesses through accomplishment of goals; in other words, it is what managers do all the time. A typical performance management model is exhibited below.

As shown in the above figure, perfomance-based management follows the Plan-Do- Check-Act (Continuous Improvement) Cycle developed by Shewhart Walter (1930) of Bell Labs. The first step is to define the organization’s mission and to establish its strategic performance objectives (also known as the strategic planning phase). The next step is to establish performance measures based on and linked to the outcomes of the strategic planning phase. Following that, the next steps are to do the work and then collect performance data (measurements) and to analyze, review and report the data. The last step is for management to use the reported data to drive performance improvement, i.e. make changes and corrections for “fine tune” organizational operations. Once the necessary changes, corrections or fine tuning are determined, the cycle starts over again. Accountability for performance is well established at all steps in the framework.

PERFORMANCE APPRAISAL MEASUREMENT METHODS

It is immensely important to understand traditional methods, modern methods and latest global trends.

Traditional Appraisal methods

1. Essay appraisal method: This traditional form of appraisal, also known as “Free Form method”, involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of the employee basing on the facts and often includes examples and evidence to support the information. Bureau of National Affairs Inc (1975) survey of 139 firms, 47 per cent firms used essay appraisal method due to simplicity of use.
2. Straight ranking method: This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation (Muchinsky, 2012).
3. Paired comparison: It is a better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. Personnel are compared to key persons instead of ‘whole people to whole people,’ this system of measurement is good for measuring jobs rather than measuring people. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings, Muchinsky, (2012).
4. Critical incident method: In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behaviour as and when they occur.
5. Field review method: In this method, a senior member of the HR department or a training officer and the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias.
6. Checklist method: The rate is given a checklist of the descriptions of the job behaviour of the employees. The checklist contains a list of statements on the basis of which the rater assesses the employees on the job performance (Schuler, 1995).
7. Graphic rating method: In this method, an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. Alan et al mentions in one of the surveys of 216 organizations, 57 % used graphic rating scales. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees (Landy& Farr, 1983)
8. Forced distribution: To avoid potential negative consequences of rater biases, some organizations have adopted so-called forced distribution. Supervisors have to follow a predetermined distribution of ratings. At General Electric for example, the former CEO Jack Welch promoted what he called a .vitality curve. According to which each supervisor had to identify the top 20 percent and the bottom 10 percent of his team each year. As per estimates, a quarter of the Fortune 500 companies (e.g. Cisco, Intel, Hewlett Packard, Microsoft etc.) link parts of individual benefits to a relative performance evaluation (Boyle, 2001)

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To study the grading system followed by measuring employee performance.

SECONDARY OBJECTIVES

To identify the employee knowledge over appraisal systems.

To assess the grading system followed for appraisal.

To find out the techniques followed in the grading system to face challenges in appraisal.

To evaluate the benefits out of the grading system of performance appraisal.

To suggest the methods to be followed to improvise the grading system.

NEED FOR THE STUDY

• The degree is usually measured on a scale that is excellent, very good, good, average, poor. Then the actual performance of each employee is compared with these grades, and the person is allocated to the grade which best describes his performance. In this method, certain categories of worth are established in advance and carefully defined. Performance scale from which the level of achievement may be calculated for any given level of actual performance for such performance measure. This study will reveal the assessment of performance of employees over grading system, employee’s knowledge on this system, challenges involved in it & the benefits out of this grading system.

LIMITATIONS

• Cost factor is the major constraint.
• This study is limited to Chennai location alone

2. REVIEW OF LITERATURE

Harrison and Goulding (2020), Boice and Kleiner (2019) suggest the overall purpose of performance appraisal is to let an employee know how his or her performance compares with the manager’s expectations. Again, this is a one dimensional view.

Bach (2019) suggests that one of the underlying purposes of performance appraisal schemes is to elicit corporate compliance. Role ambiguity is addressed by Pettijohn et al (2001) who suggest that performance appraisal can reduce role ambiguity.

Simmons (2019) draws together a range of sources, arguing that a robust, performance enhancing and equitable performance appraisal system, which gains the commitment of professionals, is a key factor in achieving a good return on an organisations “intellectual capital”.

Rees and Porter (2019) cite that a common problem is that schemes have too many objectives. The most obvious reason for appraising an individual is to secure its improvement and it follows that securing performance improvement for all individuals will enhance wider organization performance.

Fletcher (2018) takes a more balanced view, suggesting that for performance appraisal to be constructive and useful, there needs to be some benefit in it for appraiser and appraisee.

Youngcourt, Leiva and Jones (2018) suggest that the common purpose of performance appraisal tends to be aimed at the measurement of individuals, again this focus is insufficient. From the organization perspective, successful performance management is key to achievement of corporate goals. It is argued above that performance appraisal is the central component of performance management, and so it must be that for an organization.

Caruth and Humphreys (2018) add to this view-point by suggesting it is a business imperative that the performance appraisal system includes characteristics to meet the organizational needs and all of its stakeholders (including management and staff). The most common to almost all purposes of performance appraisal is the concept of improving performance and developing people.

Overall, some researchers focus on organizational goals as the key purpose, many focus on individual performance improvement. In the Banking industry appraisal system that meets individual as well as organizational goals is important. To summarize, Achievement of organizational, individual goals, evaluation of goals, improvement performance plan and allocation of pay & rewards.

Campbell (2018) also suggested determinants of performance components. Individual differences on performance are a function of three main determinants: declarative knowledge, procedural knowledge and skill, and motivation. Non-judge mental measures has received renewed attention as one can find out general health of the organization (Ex: absenteeism, employee turnover, grievances, accidents), Nicholson & Brown (1990).

Zaffron (2018) mentioned that it may be possible to get all employees to reconcile personal goals with organizational goals and increase productivity and profitability of an organization using the performance management process. Many people get confused by the similarities and differences that exist between performance measurement and performance-based management. Performance measurement, in simplest terms, is the comparison of actual levels of performance to pre-established target levels of performance. To be effective, performance measurement must be linked to the organizational strategic plan.

Hebert et al, (2017) argued that, challenging objectives lead to greater accomplishment only, if the subordinate truly accepts the goal as reasonable, (Gary, 1975). The concept is supported in the MBO approach as well.

Aberdeen group (2017) survey revealed that 90% of companies surveyed, perceive that improved management of their workforce and their goal setting is the key to gaining competitive advantage. If people do not know what is expected of them, there is a good chance that their behaviour will not con-form to expectations (Youngcourt, Leiva& Jones 2007). Improvement of performance: Rogers (1999) suggests that one of the key components of performance appraisal is solving problems – i.e. improving performance. He also suggests that whilst many managers may have the skills to identify the need to improve performance, they may need much more support than is currently made available to sort them. Appraisal will focus on both short term issues and also long term career needs (Shelley 1999).

Manager’s commitment: Poor performance can arise from a host of reasons, including inadequate leadership, bad management or defective work systems Armstrong, (2000).

Training & Development: Wilson and Western (2000) research suggest that managers take the initiative in determining the training and development requirements and facilitation support. Brown (2001) cites lack of training for managers on appraisal process is particularly important. Hay group (2009) research says that less than 50% of employees believe their organizations adequately address poor performance. Clearly it is a challenge for most companies large or small to manage the performance of their employees, especially in the eyes of employees.

Coaching & Discipline: Kate Russell (2017) of Russell HR Consulting, author of How To Get Top Marks in… Managing poor work performance and Gibbons Williams (2010) in ‘Good practice and tactical tips from the HR head-mistress,’ says: “My experience tells me most people think they are giving good, or indeed excellent, performance. The truth is, in most cases it’s OK, but not wonderful. ‘Good enough is no longer good enough,’ employees are costing more than ever in history. It is entirely appropriate to coach and guide them – and ultimately discipline them if necessary, to ensure they meet all the reasonable goals/-standards.”

Armstrong and Baron (2017) defined it as a “strategic and integrated approach to increasing the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors.” Brumbrach (1998) defines ‘performance means both behaviours and results. Behaviours emanate from the performer and trans-form performance from abstraction to action. The product of mental and physical effort applied to tasks and can be judged apart from results.’ Aubrey Daniels (2004) says that performance is a blend of two necessary critical elements, behaviour and results.

The Chartered Institute of Personnel and Development (CIPD) facts sheet defines that Talent consists of those individuals who can make a difference to organizational performance, either through their immediate contribution or in the longer run by demonstrating the highest levels of potential. Talent management is the systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to an organization.

3. METHODOLOGY

The primary purpose for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so. Research methodology is a way to systematically solve the research problem. The research methodology in the present study deals with research design, data collection methods, sampling methods, survey, analysis and interpretations.

Approaches to Research: Descriptive approach

In this approach, a problem is described by the researcher by using a questionnaire or schedule. This approach enables a researcher to explore new areas of investigation. It is also called Statistical Research. The main goal is to describe the data and characteristics about what is being studied. The idea behind this type of research is to study frequencies, averages, and other statistical calculations. It can provide a rich data set that often brings to light new knowledge or awareness that may have otherwise gone unnoticed or encountered.

Research Design:

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to com-bine relevance to the research purpose with economy in procedure.

• A well-structured questionnaire is framed.
• Findings are made and necessary suggestions and recommendations are given.

DATA COLLECTION

Data collection is one of the most important aspects of research. Two types of data are, Primary Data and Secondary Data.

• Primary Data
• Secondary Data

Primary Data – Primary data is gathered from direct observation or data personally collected. It refers to that data which is collected for a specific purpose from the field of enquiry and is original in nature. For the project, primary data is collected from respondents using a questionnaire. A structured questionnaire has to be designed with a series of close-ended and open-ended questions along with appropriate rated scale.

Secondary Data – The secondary data is the second-hand information about an event that has not been personally witnessed by the researchers. The use of secondary data saves time and money. The purpose is to increase the accuracy of analysis. Here the secondary data was obtained from various journals, research papers, websites of the organization, etc.

Research Tool:
A structured questionnaire has been prepared to get the relevant information from the respondents. The questionnaire consists of a variety of questions presented to the respondents for their answers.

Sampling
Sampling is that part of statistical practice concerned with the selection of individual observations intended to yield some knowledge about a population of concern, especially for the purposes of statistical inference.

Sample size – 120 respondents
Sampling Method: 

In this research, a simple random sampling method is used.
Simple random sampling is a type of probability sampling that involves the sample being. A simple random sample is a type of probability sampling method where the sample is taken randomly Tools to be used –

(1) Chi square analysis
(2) Correlation
(3) Linear regression

Percentage Analysis:

One of the simplest methods of analysis is the percentage method. It is one of the traditional statistical tools. Through the use of percentage, the data are reduced in the standard form with the base equal to 100, which facilitates comparison. The formula used to compute Percentage analysis is, analysis shows the entire population in terms of percentages.

Percentage Analysis = No of respondents x 100

Total Respondents

Correlation Analysis:

Correlation is a degree of linear association between two random variable. In these two variables, we do not differentiate them as dependent and independent variables. It may be the case that one is the cause and other is an effect.

Chi-Square:

It is a measure to study the divergence of actual and expected frequencies. It is represented by the symbol ψ2, Greek letter chi. The expected frequencies are calculated based on the conditions of null hypothesis. It describes the discrepancy theory and observation.

Linear regression

Linear regression strives to show the relationship between two variables by applying a linear equation to observed data. One variable is supposed to be an independent variable, and the other is to be a dependent variable

TOOL USED – 1 CHI SQUARE ANALYSIS

It was noted that the significant value was .000 which was highly significant therefore H1 was accepted. So there was an association between age & evaluation through grading system.

TOOL USED – 2 CORRELATION ANALYSIS

To find out the relationship between Traditional grading system & evaluation of performance through grading.

It was noted from the above calculation the significant value for correlation was .823 which was highly significant and positive correlation. There-fore there was a relationship between the Traditional grading system & evaluation of performance through grading.

TOOL USED – 3 LINEAR REGRESSION

To find out the relationship between experience & assessing the performance level through grading

4. FINDINGS

• 82% of the respondents were male
• 35% of the respondents were under the age of 25-35 years.
• Most of the respondents were having below 4 years of experience.
• 47% of the respondents were fully informed about the grading system of appraisal.
• Most of the respondents were accepting that the grading system of appraisal was the trendy one.
• 35% of the respondents agreed the grading system was perfect enough to evaluate.
• Majority of the respondent’s were strongly considered that the grading system was a traditional one.
• 24% of the respondents agreed on the grade given to the actual performance.
• 27% of the respondents agreed that the grading system can be influenced by performance.
• 35% of the respondents somewhat agree on grades based on contribution.
• 81% of the respondents agreed that a grading system leads to effective evaluation of performance.
• Most of the respondent’s were felt that it was highly possible to justify the grading given by HR.
• Majority if the respondents agree on grading leads to expand the business.
• 73% of the respondents agreed that the grades can judge the capacity of the employees.
• Most of the respondents agreed that employees can get benefits out of grading.
• Majority of the respondents agreed on monetary benefits based on grading.
• 92% of the respondents were accepted on the fact that HR was responsible for following grades.
• 47% of the respondents were highly benefited based on the grades.
• 80% of the respondents were accepting on the assessment of performance level based on grading.
• 35% of the respondents were strongly accepting on the company’s expectations based on employee performance.
• Most of the respondents were agreed up on employees can identify their level through grading.
• Majority of the respondents were strongly accepting over effective grading leads to efficient future performance.
• 33% of the respondents were highly satisfied over grading system followed in the company.

SUGGESTIONS

Performance appraisal has increasingly become part of a more strategic approach to integrate HR activities and business policies and may now be seen as a generic term covering a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards. Thus, both practice and research have moved away from a narrow focus on psychometric and evaluation issues to developmental performance appraisal, which may be defined as any effort concerned with enriching attitudes, experiences, and skills that improves the effectiveness of employees. Top management commitment, strategic goal alignment with employee performance goals, productivity, driving performance, manager’s involvement, performance mismanagement, performance aligned to culture, employee coaching, discipline and development, subjectivity ,resource support, complexity of systems, miscommunication issues, poor measurement challenges, and poor compensation & reward linkage will continue to be challenges towards achieving organizational goals.

CONCLUSION

Performance appraisal based on quality of output, potential of the employee within the organization etc. needs to be incorporated across all grades, cadres, and levels. This will not only ensure maximizing productivity, but also go a long way in motivating star performers align with the long term mission and vision of banks. Common pay structures based on age of employee, number of years put in etc. need to be phased out in a planned manner. Performance Appraisal information is used to find out whether an employee requires additional training and development. Deficiencies in performance may be due to inadequate knowledge or skills. Similarly, if the performance appraisal results show that he can perform well in a higher position, then he is imparted training for the higher level position

References

• A, B., & Bell, E. (2015). Business Research Methods 4th edition,. Oxford: Oxford University Press.
• A., B., & Bell, E. (2015). Business Research Methods 4th edition. Oxford : Oxford University Press.
• Best, J. W., & Kahn, J. V. (1995). Research in Education, 7th edition. India: Prentice hall of India.
• Irony, S., & Rose, A. .. (2005). Designing a Strategic Information Systems Planning Methodology for Malaysian Institutes of Higher Learning . Issues in Information System.
• K, P. G., & Kulkarni, N. (2014). Review Article on Research Methodology. International journal of innovative research and development.
• Kothari, C. (2004). Research Methodology- Methods and techniques, 2nd revised edition,. New age international publishers.
• Kothari, C. R. (2004). Research Methodology Methods and Techniques. New Age international.
• Medicine, T. N. (2017). Fostering Integrity in Research. The National Academies of Sciences Engineering Medicine.Methodology. (2014). International journal of innovative research and development,.
• Poncet, S. (2013). Research Methodology 2: Writing a good research paper, Semester 1, Academic year.
• White, T. (2006). Principles of good research and research proposal guide, Prepared by the Policy, Performance and Quality Assurance Unit (Adults) Tamsin White. Tamsin White.
• Yigzaw, G. D. (2006). Research Methodology, In collaboration with the Ethiopia Public Health Training Initiative. The Carter Center, the Ethiopia Ministry of Health, and the Ethiopia Ministry of Education.