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

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.

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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

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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

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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.

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