a case study of leadership

• Magazine Issues
• Magazine Articles
• Online Articles
• Training Day Blog
• Whitepapers
• L&D Provider Directory
• Artificial Intelligence
• Employee Engagement
• Handling Customer Complaints
• Diversity and Inclusion
• Leadership Development Case Studies
• Positive Relationships
• Teams and Teambuilding
• Awards Overview
• Training APEX Awards
• Emerging Training Leaders
• Training Magazine Network Choice Awards
• Online Courses
• Training Conference & Expo
• TechLearn Conference
• Email Newsletter
• Advertising

Leadership Case Studies

Here is a sample of three case studies from the book, Leadership Case Studies, that are most instructive and impactful to developing leadership skills.

For the past 30 years, I have conducted seminars and workshops and taught college classes on leadership.

I used a variety of teaching aids including books, articles, case studies, role-plays, and videos.

I recently created a book, Leadership Case Studies that includes some of the case studies and role-plays that I found to be most instructive and impactful.

Here is a sample of three case studies.

Peter Weaver Case Study

Peter Weaver doesn’t like to follow the crowd. He thinks groupthink is a common problem in many organizations. This former director of marketing for a consumer products company believes differences of opinion should be heard and appreciated. As Weaver states, “I have always believed I should speak for what I believe to be true.”

He demonstrated his belief in being direct and candid throughout his career. On one occasion, he was assigned to market Paul’s spaghetti-sauce products. During the brand review, the company president said, “Our spaghetti sauce is losing out to price-cutting competitors. We need to cut our prices!”

Peter found the courage to say he disagreed with the president. He then explained the product line needed more variety and a larger advertising budget. Prices should not be cut. The president accepted Weaver’s reasoning. Later, his supervisor approached him and said, “I wanted to say that, but I just didn’t have the courage to challenge the president.”

On another occasion, the president sent Weaver and 16 other executives to a weeklong seminar on strategic planning. Weaver soon concluded the consultants were off base and going down the wrong path. Between sessions, most of the other executives indicated they didn’t think the consultants were on the right path. The consultants heard about the dissent and dramatically asked participants whether they were in or out. Those who said “Out” had to leave immediately.

As the consultants went around the room, every executive who privately grumbled about the session said “In.” Weaver was fourth from last. When it was his turn, he said “Out” and left the room.

All leaders spend time in reflection and self-examination to identify what they truly believe and value. Their beliefs are tested and fine-tuned over time. True leaders can tell you, without hesitation, what they believe and why. They don’t need a teleprompter to remind them of their core beliefs. And, they find the courage to speak up even when they know others will disagree.

• What leadership traits did Weaver exhibit?
• If you were in Weaver’s shoes, what would you have done?
• Where does courage come from?
• List your three most important values.

Dealing with a Crisis Case Study

Assume you are the VP of Sales and Marketing for a large insurance company. Once a year your company rewards and recognizes the top 100 sales agents by taking them to a luxury resort for a four-day conference. Business presentation meetings are held during the morning. Afternoons are free time. Agents and spouses can choose from an assortment of activities including golf, tennis, boating, fishing, shopping, swimming, etc.

On day 2 at 3:00 p.m., you are at the gym working out on the treadmill, when you see Sue your administrative assistant rushing towards you. She says, “I need to talk to you immediately.”

You get off the treadmill and say, “What’s up?” Sue states, “We’ve had a tragedy. Several agents went boating and swimming at the lake. Randy, our agent from California died while swimming.”

(Background information – Randy is 28 years old. His wife did not come on the trip. She is home in California with their three children).

• Explain what you would communicate to the following people.
• Your Human Resources Department
• The local police
• The attendees at the conference (Would you continue the conference?)
• How will you notify Randy’s wife?
• If Randy’s wife and a few family members want to visit the location of Randy’s death, what would you do?
• What are some “guiding principles” that leaders need to follow in a crisis situation?

 Arsenic and Old Lace Case Study

Review the YouTube video, “ I’ll show them who is boss Arsenic and Old Lace.”   

Background Information

The Vernon Road Bleaching and Dyeing Company is a British lace dyeing business. It was purchased in bankruptcy by the father/son team of Henry and Richard Chaplin. Richard has been acting as “Managing Director” which is the same as a general manager or president of a company.

The company has had 50-to-150 employees with 35-to-100 being shop floor, production employees. The company produces and sells various dyed fabrics to the garment industry.

Gerry Robinson is a consultant who was asked to help transform methods of conducting business to save the company.

Jeff is the factory manager.

• What are Richard’s strengths and weaknesses as a leader?
• What could Richard have done to make the problems of quality and unhappy customers more visible to the workforce?
• What do you think Richard’s top three priorities should be for the next 12 months?
• What could Richard have done to motivate the workforce?
• Evaluate Jeff’s approach and effectiveness as a leader.

The book contains 16 case studies, four role-plays, and six articles. I hope you find some of the content useful and helpful in your efforts to teach leadership.

Click for additional leadership case studies and resources .

RELATED ARTICLES MORE FROM AUTHOR

How to Prevent Financial Stress From Overwhelming Your Employees

Are Employees Quiet Quitting Due to Burnout?

How to Run a Successful Phishing Simulation

Online partners.

Apply for the 2025 Training APEX Awards Today

The Best Leadership Case Studies and Examples

Welcome to our article on the best leadership case studies and examples! Whether you\’re a business professional looking to improve your leadership skills or simply interested in learning from remarkable leaders, this article is here to inspire and educate you. Leadership is a crucial aspect of any organization, and studying real-life examples can provide valuable insights into effective leadership strategies. Throughout this article, we will explore various case studies and examples that highlight exceptional leadership qualities and achievements. So, grab a cup of coffee and get ready to be inspired by some of the world\’s most influential leaders!

Introduction to Leadership Case Studies and Examples

Leadership case studies are real-life examples of successful leaders who have made a significant impact in their respective fields. These case studies provide valuable insights into effective leadership strategies and serve as inspiration for individuals looking to enhance their own leadership skills.

Understanding leadership case studies

Leadership case studies are in-depth examinations of specific leaders and their leadership styles, actions, and decisions. These studies outline the challenges faced by the leaders and the strategies they employed to overcome them and achieve success.

By analyzing these case studies, we can gain a thorough understanding of the qualities, skills, and behaviors that contribute to effective leadership. It allows us to explore different leadership styles and approaches, learning from both the successes and failures of leaders in various contexts.

The importance of leadership examples

Examining leadership examples allows us to learn from the experiences of exceptional leaders and understand the qualities and practices that contribute to their success. These examples help us develop a deeper understanding of leadership principles and apply them in our own contexts.

Leadership examples also provide inspiration and motivation for aspiring leaders. They demonstrate that leadership is not limited to a select few individuals but can be cultivated by anyone through dedication and continuous learning.

Benefits of studying leadership case studies

Studying leadership case studies offers numerous benefits, such as improving decision-making skills, enhancing communication abilities, fostering innovation, and inspiring others.

Firstly, studying case studies improves our decision-making skills by exposing us to different leadership scenarios. We can learn how successful leaders approach complex situations, make critical decisions, and navigate challenges effectively.

Secondly, case studies enhance our communication abilities by showcasing effective communication strategies employed by leaders. We can learn how leaders capture their vision, inspire teams, and communicate their expectations clearly and persuasively.

Furthermore, leadership case studies foster innovation by highlighting leaders who have successfully driven change and embraced new ideas. Studying such examples encourages creative thinking and challenges individuals to explore unconventional approaches.

Finally, leadership case studies inspire others by showcasing how leaders have overcome obstacles and achieved remarkable success. These examples motivate individuals to strive for greatness, develop their leadership skills, and make a positive impact in their personal and professional lives.

In conclusion, leadership case studies provide valuable insights into effective leadership strategies and serve as a source of inspiration for individuals looking to enhance their own leadership skills. By studying these examples, we can learn from exceptional leaders, understand the qualities that contribute to their success, and apply these learnings in our own contexts. Furthermore, the benefits of studying leadership case studies extend beyond personal growth, improving decision-making, communication, fostering innovation, and inspiring others.

Leadership Case Study: Elon Musk

Elon Musk is renowned for his innovative mindset and willingness to take risks. His ability to envision and execute groundbreaking projects, such as Tesla and SpaceX, showcases his exceptional leadership skills and inspires others to think big.

Innovative mindset and risk-taking

Elon Musk is an extraordinary leader with an unparalleled innovative mindset and a strong willingness to take risks. He is not afraid to challenge the status quo and push the boundaries of what is possible. Musk has been instrumental in revolutionizing the automotive industry with his electric car company, Tesla. By introducing electric vehicles that are both practical and desirable, Musk has disrupted the market and paved the way for sustainable transportation.

Furthermore, Musk\’s unwavering belief in the potential of space exploration has led him to establish SpaceX. Despite facing numerous obstacles and setbacks, Musk has propelled SpaceX to become a leading private space company. His audacious goal of colonizing Mars is a testament to his fearless approach to risk-taking and his determination to push the boundaries of human achievement.

Unwavering determination and resilience

One of Elon Musk\’s most admirable leadership qualities is his unwavering determination and resilience in the face of challenges. Musk has encountered numerous setbacks throughout his career, but he never allows failure to deter him. Instead, he sees failures as valuable learning experiences and opportunities for growth.

Musk\’s relentless pursuit of his goals is evident in the countless hours he dedicates to his work. He is known for working incredibly long hours, often sleeping at Tesla\’s factory during critical production phases. This level of dedication and commitment inspires his team members to give their best and go the extra mile to achieve success.

Transformational leadership style

Elon Musk embodies a transformational leadership style, which has been key to his success in leading innovative companies like Tesla and SpaceX. He possesses a unique ability to motivate and empower his teams, encouraging them to strive for excellence and adopt a shared sense of purpose.

Musk\’s visionary approach inspires creativity among his employees. He encourages them to think beyond conventional limits and pursue ambitious and unconventional ideas. This approach has led to groundbreaking innovations in electric vehicle technology and space exploration.

Moreover, Musk leads by example and is actively involved in every aspect of his companies\’ operations. He fosters a culture of open communication and collaboration, giving his team members the freedom to experiment and contribute their ideas. This inclusive leadership style creates a sense of shared ownership and responsibility, empowering the team to achieve extraordinary results.

In conclusion, Elon Musk\’s leadership case study showcases his exceptional abilities as a visionary leader. His innovative mindset and willingness to take risks, along with his unwavering determination and resilience, make him a role model for aspiring leaders. Musk\’s transformational leadership style empowers his teams to strive for greatness and achieve extraordinary results. His story serves as a testament to the power of effective leadership in driving innovation and making a difference in the world.

Leadership Case Study: Indra Nooyi

Inclusive leadership style.

Indra Nooyi, the former CEO of PepsiCo, is widely recognized for her inclusive leadership style. Throughout her tenure, she actively embraced diversity and fostered an inclusive culture within the company. By valuing and appreciating individual differences, Nooyi successfully built strong, diverse teams that were not only innovative but also instrumental in driving the company\’s overall success.

Nooyi\’s commitment to inclusivity resulted in a workforce that felt heard and valued, enabling employees to bring their best selves to work. This inclusive environment promoted collaboration and encouraged individuals to share their unique ideas and perspectives. By harnessing the power of diverse thinking, PepsiCo was able to remain at the forefront of the industry, continuously adapting to changing consumer demands and preferences.

Strategic decision-making

One of the key factors contributing to Nooyi\’s success as a leader was her exceptional strategic decision-making abilities. Throughout her tenure as CEO, she demonstrated a deep understanding of market trends, allowing her to make informed decisions that were critical to PepsiCo\’s growth and global expansion.

Nooyi\’s focus on long-term sustainability propelled PepsiCo forward, ensuring the company\’s continued success in an ever-evolving market. She consistently made decisions that aligned with the company\’s broader vision, effectively balancing short-term objectives with long-term goals. By having a clear grasp of where the industry was heading and anticipating future trends, Nooyi was able to position PepsiCo as an industry leader.

Effective communication and influence

Nooyi\’s exceptional communication skills and ability to influence stakeholders were pivotal to her leadership success. She possessed a clear vision and effectively communicated it to various stakeholders, including employees, investors, and partners.

By articulating her ideas and goals persuasively, Nooyi was able to garner support and build strong relationships with key stakeholders. Her communication style was genuine, approachable, and relatable, allowing her to connect with individuals from diverse backgrounds. This enabled her to not only motivate her teams but also foster trust and authenticity within the organization.

Nooyi\’s influence extended beyond the walls of PepsiCo, as she actively engaged with policymakers and industry leaders, advocating for the company\’s values and interests. Her ability to build relationships, coupled with her influential communication style, earned her respect and admiration within the business world.

Leadership Case Study: Jacinda Ardern

Authentic and empathetic leadership

New Zealand\’s Prime Minister, Jacinda Ardern, is widely recognized for her authentic and empathetic approach to leadership. This has been particularly evident during times of crises, such as the Christchurch mosque shootings and the ongoing COVID-19 pandemic. Ardern\’s ability to connect with people on a human level and genuinely understand their emotions and concerns has earned her admiration on a global scale.

Inclusive decision-making and collaboration

Ardern\’s leadership style is characterized by inclusive decision-making and a strong emphasis on collaboration. She recognizes the importance of involving diverse perspectives and ensuring that all voices are heard when making crucial decisions. By actively seeking input from experts and engaging with communities, Ardern has been able to foster a sense of unity and trust among citizens. This has not only resulted in better outcomes, but also strengthened the bond between the government and the people it serves.

Resilience and crisis management

In times of crisis, Ardern has consistently displayed resilience and effective crisis management skills. She has the ability to remain calm and composed when faced with adversity, providing reassurance to the public and instilling confidence in her leadership. Ardern\’s transparent and straightforward communication during challenging situations has been highly praised and has contributed to a sense of trust and belief in her ability to lead.

Overall, Jacinda Ardern\’s leadership case study serves as a testament to the power of authentic and empathetic leadership. Her inclusive decision-making process and collaborative approach have created unity and trust among citizens, while her resilience and crisis management skills have garnered international recognition. By prioritizing the well-being of her people and genuinely connecting with them, Ardern has set an example for leaders around the world.

Conclusion: Learnings from Leadership Case Studies and Examples

Leadership case studies and examples provide valuable insights into developing a unique leadership style, emphasizing continuous growth and learning, and inspiring and empowering others.

Developing a unique leadership style

Studying leadership case studies and examples allows individuals to identify and develop their own distinctive leadership styles. By examining the practices of exceptional leaders, we can adopt their successful strategies and customize them to suit our specific circumstances. This enables us to cultivate a leadership approach that aligns with our values, strengths, and goals.

Continuous growth and learning

Leadership case studies serve as a powerful reminder of the importance of continuous growth and learning in leadership. They emphasize the need for leaders to actively seek out opportunities to expand their knowledge, enhance their skills, and stay up-to-date with industry trends. By dedicating ourselves to ongoing growth, we can ensure that we remain effective and adaptable leaders, capable of navigating challenges and seizing opportunities.

Inspiring and empowering others

One of the most significant lessons we can learn from leadership case studies and examples is how to inspire and empower others. These studies not only inspire us with stories of exceptional leaders but also empower us to become catalysts for positive change. By implementing effective leadership strategies that we have learned from these case studies, we can not only achieve success but also inspire and empower those around us to reach their full potential as leaders.

Sharing our experiences and lessons learned from leadership case studies can be a powerful way to inspire and empower others. We can serve as role models, guiding and supporting individuals in their journey towards becoming exceptional leaders. By openly sharing our experiences, challenges, and triumphs, we create a supportive network that fosters growth and encourages others to develop their own leadership capabilities.

In conclusion, leadership case studies and examples play a crucial role in our personal and professional development. They enable us to develop our unique leadership styles, emphasize the importance of continuous growth and learning, and empower us to become inspiring leaders who can drive positive change. By studying the experiences and strategies of exceptional leaders, we can learn from their successes and failures, ultimately becoming better leaders ourselves.

Related posts:

• The Top 15 Leadership Qualities Every Sales Manager Should Possess
• Top 15 Leadership Qualities Every Start-up Founder Should Possess
• The Best Leadership Webinars to Attend
• The Path to Tech Leadership: A Comprehensive Guide

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Break the Mindset

Discover your full potential with 'Break the Mindset.' Our blog is your guide to personal growth and transformation. Break free from limiting beliefs, overcome challenges, and create a life of purpose and fulfillment. Join us on this journey of self-discovery.

Important Link

• Privacy Policy

About Stanford GSB

• The Leadership
• Dean’s Updates
• School News & History
• Commencement
• Business, Government & Society
• Centers & Institutes
• Center for Entrepreneurial Studies
• Center for Social Innovation
• Stanford Seed

About the Experience

• Learning at Stanford GSB
• Experiential Learning
• Guest Speakers
• Entrepreneurship
• Social Innovation
• Communication
• Life at Stanford GSB
• Collaborative Environment
• Activities & Organizations
• Student Services
• Housing Options
• International Students

Full-Time Degree Programs

• Why Stanford MBA
• Academic Experience
• Financial Aid
• Why Stanford MSx
• Research Fellows Program
• See All Programs

Non-Degree & Certificate Programs

• Executive Education
• Stanford Executive Program
• Programs for Organizations
• The Difference
• Online Programs
• Stanford LEAD
• Seed Transformation Program
• Aspire Program
• Seed Spark Program
• Faculty Profiles
• Academic Areas
• Awards & Honors
• Conferences

Faculty Research

• Publications
• Working Papers
• Case Studies

Research Hub

• Research Labs & Initiatives
• Business Library
• Data, Analytics & Research Computing
• Behavioral Lab

Research Labs

• Cities, Housing & Society Lab
• Golub Capital Social Impact Lab

Research Initiatives

• Corporate Governance Research Initiative
• Corporations and Society Initiative
• Policy and Innovation Initiative
• Rapid Decarbonization Initiative
• Stanford Latino Entrepreneurship Initiative
• Value Chain Innovation Initiative
• Venture Capital Initiative
• Career & Success
• Climate & Sustainability
• Corporate Governance
• Culture & Society
• Finance & Investing
• Government & Politics
• Leadership & Management
• Markets and Trade
• Operations & Logistics
• Opportunity & Access
• Technology & AI
• Opinion & Analysis
• Email Newsletter

Welcome, Alumni

• Communities
• Digital Communities & Tools
• Regional Chapters
• Women’s Programs
• Identity Chapters
• Find Your Reunion
• Career Resources
• Job Search Resources
• Career & Life Transitions
• Programs & Services
• Career Video Library
• Alumni Education
• Research Resources
• Volunteering
• Alumni News
• Class Notes
• Alumni Voices
• Contact Alumni Relations
• Upcoming Events

Admission Events & Information Sessions

• MBA Program
• MSx Program
• PhD Program
• Alumni Events
• All Other Events
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Research Support
• Stanford GSB Archive

Explore case studies from Stanford GSB and from other institutions.

Stanford GSB Case Studies

Other case studies.

• Priorities for the GSB's Future
• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Search Fund Primer
• Teaching & Curriculum
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Certificate & Award Recipients
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Business Transformation
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Formation of New Ventures
• Managing Growing Enterprises
• Startup Garage
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships and Prizes
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Stanford GSB Residences
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Get Involved
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Application Process
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• Career Advancement
• Career Change
• How You Will Learn
• Admission Events
• Personal Information
• Information for Recommenders
• GMAT, GRE & EA
• English Proficiency Tests
• After You’re Admitted
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Program Formats
• Developing a Program
• Diversity & Inclusion
• Strategic Transformation
• Program Experience
• Contact Client Services
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Faculty Spotlights
• Participant Spotlights
• Eligibility
• International Participants
• Stanford Ignite
• Frequently Asked Questions
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• Videos, Code & Data
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Marketing Camp
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Faculty & Staff
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Reading Materials
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study
• Founding Donors
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Program Contacts
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Join a Board
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Health Care
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• In the Media
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

The teaching cases in this section are designed to provoke critical thinking on various domestic and international leadership challenges. Students will find themselves in the shoes of leaders from many positions—whether it be in the nonprofit or public sectors—and will have to navigate the complex reality of what it means to be an effective leader.

A Fork in the Road: Simulating Lyndon Johnson's Choices in Vietnam in Early 1965

Publication Date: April 11, 2024

This historical role-play simulation is set on March 28, 1965. The scenario places students within the context of that time, a point at which, after months of increasing tensions and contentious debate, President Lyndon Johnson appears to be...

The Mosquito Network: Global Governance in the Fight to Eliminate Malaria Deaths

Publication Date: April 5, 2024

Malaria, a deadly disease transmitted by the bites of infected mosquitoes, had been effectively eliminated from the developed world since the end of the World Health Organization’s Global Malaria Eradication Campaign in 1969. In Africa,...

Operation Pufferfish: Building and Sustaining a Department of Neighborhoods and Citizen Engagement in Lansing, Michigan

Publication Date: March 5, 2024

Lansing native Andi Crawford returned home and took over a mismanaged and outdated neighborhood grant program, revamping grant processes, bringing in new money and capacity, and expanding eligibility.This shift became just one element of a much...

Charting a Course for Boston: Organizing for Change

Boston Mayor-elect Michelle Wu was elected on the promise of systemic change. Four days after her November 2021 victory—and just eleven days before taking office—she considered how to get started delivering on her sweeping agenda. Wu...

More than a Contract: Black Self-Determination and People’s Assemblies in Jackson, Mississippi Epilogue

Publication Date: March 1, 2024

This epilogue accompanies HKS Case 2276.0. The Jackson People’s Assembly (JPA), a vehicle of “Black self-determination and autonomous political authority of the oppressed peoples and communities in Jackson,” launched the...

More than a Contract: Black Self-Determination and People’s Assemblies in Jackson, Mississippi

The Jackson People’s Assembly (JPA), a vehicle of “Black self-determination and autonomous political authority of the oppressed peoples and communities in Jackson,” launched the political career of Chokwe Lumumba, a veteran...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Epilogue

Publication Date: February 21, 2024

This epilogue accompanies HKS Case 2255.0. A practitioner guide, HKS Case 2255.4, accompanies this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Practitioner Guide

This practitioner guide accompanies HKS Case 2255.0. An epilogue, HKS Case 2255.1, follows this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

Mayoral Transitions: How Three Mayors Stepped into the Role, in Their Own Words

Publication Date: February 29, 2024

New mayors face distinct challenges as they assume office. In these vignettes depicting three types of mayoral transitions, explore how new leaders can make the most of their first one hundred days by asserting their authority and...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall

For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville, Massachusetts. The case begins in January 2020 when the mayor is looking ahead at his recently won,...

Leadership in Moral Conflict Simone Veil and Abortion Reform in France

Publication Date: April 1, 2003

This case tells the 1974 story of a French health minister, Simone Veil, and her ultimately successful effort to liberalize France's abortion law. It serves as a vehicle for exploring leadership in a legislative setting, in this instance a...

Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis Epilogue

Publication Date: January 25, 2024

This epilogue accompanies, "Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis," HKS Case Number 2139.0. Soon after Myanmar’s longtime democracy crusader and opposition leader, Aung San Suu Kyi, was...

• All Headlines

Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

Smart. Open. Grounded. Inventive. Read our Ideas Made to Matter.

Which program is right for you?

Through intellectual rigor and experiential learning, this full-time, two-year MBA program develops leaders who make a difference in the world.

A rigorous, hands-on program that prepares adaptive problem solvers for premier finance careers.

A 12-month program focused on applying the tools of modern data science, optimization and machine learning to solve real-world business problems.

Earn your MBA and SM in engineering with this transformative two-year program.

Combine an international MBA with a deep dive into management science. A special opportunity for partner and affiliate schools only.

A doctoral program that produces outstanding scholars who are leading in their fields of research.

Bring a business perspective to your technical and quantitative expertise with a bachelor’s degree in management, business analytics, or finance.

A joint program for mid-career professionals that integrates engineering and systems thinking. Earn your master’s degree in engineering and management.

An interdisciplinary program that combines engineering, management, and design, leading to a master’s degree in engineering and management.

Executive Programs

A full-time MBA program for mid-career leaders eager to dedicate one year of discovery for a lifetime of impact.

This 20-month MBA program equips experienced executives to enhance their impact on their organizations and the world.

Non-degree programs for senior executives and high-potential managers.

A non-degree, customizable program for mid-career professionals.

Teaching Resources Library

Leadership and Ethics Case Studies

The Ethical Leadership Case Study Collection

The Ted Rogers Leadership Centre’s Case Collection, developed in collaboration with experienced teaching faculty, seasoned executives, and alumni, provides instructors with real-life decision-making scenarios to help hone students’ critical-thinking skills and their understanding of what good leaders do. They will be able to leverage the theories, models, and processes being advanced. Students come to understand that workplace dilemmas are rarely black and white, but require them to think through and address competing claims and circumstances. Crucially, they also appreciate how they can, as new leaders and middle managers, improve decisions by creating realistic action plans based on sound stakeholder analysis and communication principles. These case studies are offered free of charge to all instructors.

Cases come in both long and short forms. The long cases provide instructors with tools for delving deeply into subjects related to a variety of decision making and organizational development issues. The short cases, or “minis,” are quick in-class exercises in leadership.

For both the long cases and the minis, teaching-method notes are provided, which include not only recommended in-class facilitation methods, but also grading rubrics, references, and student feedback.

Testimonials

“I have been invited to judge the Leadership Centre’s Annual Ethical Leadership National Case Competition since its inception. Each year, competitors are given a Centre’s case to analyze and present. These cases are like nothing else. They bring the student into the heart of the situation. To excel, students must not only be able to cogently argue the options, but also demonstrate how to implement a decision based on a clear-eyed stakeholder analysis and an understanding of the dynamics of change.” Anne Fawcett, Special Advisor, Caldwell Partners

“I have worked with the Ted Rogers Leadership Centre to both develop and pilot test case materials. Feedback consistently shows that the Centre’s cases resonate with students, providing them with valuable learning experiences.” Chris Gibbs, BComm, MBA, PhD, Associate Professor

"As a judge in the recent national Ted Rogers Ethical Leadership Case Competition, I was very impressed with the quality of the case study prepared by the Leadership Centre. It was brief but well-composed. It exposed the students to ethical quandaries, of the sort they may well face in their business careers. It not only tested their reasoning, but it challenged them to develop a plan of action when faced with incomplete information and imminent deadlines.” Lorne Salzman, Lawyer

We value your feedback

Please inform us of your experience by contacting Dr. Gail Cook Johnson, our mentor-in-residence, at [email protected] .

• NeuroLeadership Journal
• Recorded Webinars
• Membership Portal

Business Transformation at Impact, Speed & Scale

Learn how organizations like yours leverage neuroscience to transform leadership development, learning and culture — with evidence-based practices and measurable results.

Featured Case Study: Microsoft

As detailed in the  Harvard Business Review , Microsoft remade its leadership framework with the brain in mind—going from exhaustive detail to essential principles.

Concurrently, it also  embraced a growth mindset , shifting from a culture of know-it-alls to a culture of learn-it-alls.

“When our executives speak externally, you will hear clarity, energy and success throughout all their talks, and it’s not because we’re coaching them. It’s because it’s just working so well.”

Explore our culture & leadership case studies.

Learn how organizations across a wide variety of business verticals build the habits to transform their culture, and shift mindsets.

CASE STUDY: Nokia Turns Two Cultures into One

Cigna®: Connect for Growth℠

Investment Management Firm Looks to Make High Potential People Leaders More Adaptable to Change

Major American Telecom Company

Viceroy Hotel Group

HP Finds Its Growth Mindset and Reignites A Culture

What powerful partnerships look like, we offer science-backed pathways to transformation for businesses of all sizes — wherever you are in your journey..

World-changing thought leadership at your fingertips. Research | Briefings | Events

Clear strategies & frameworks to accelerate transformation. Culture DNA | Diagnostics | Strategy

Behavior Change

Scale quickly with proven habit activation initiatives. E-Learning | Custom Assets | Licensing

Standard Corporate Solutions for Culture & Leadership Transformation

Harness science-backed behavior change programs to transform your habits, teams and business outcomes for the better..

The Neuroscience of Growth Mindset

Instill a growth mindset in your organization.

The Neuroscience of De-Escalation

Label, interpret, and defuse the signals that trigger escalation.

The Neuroscience of Thriving Through Crisis

Minimize distraction and deliver what matters.

The Neuroscience of Empathy

Develop the skills for a supportive workplace.

The Neuroscience of Hybrid Leadership

Master the science and habits of optimal hybrid work.

Transformations co-created with you.

Assess, understand, plan and execute culture change at your organization.

Unearth Opportunities

Unsure where to start? Use our Solution Assessment to let us know where your challenges lie, and we’ll provide recommendations for how you might move forward.

Commit to Change

Want to Find the best solution for you today?

Connect with NeuroLeadership experts to explore how you can transform your organization at impact, speed and scale.

Making Organizations More Human Through Science

Over the last 25 years, we’ve cracked the code for culture change at scale. Discover what science-backed habit activation can do for your organization.

This site uses cookies to provide you with a personalized browsing experience. By using this site you agree to our use of cookies as explained in our Privacy Policy. Please read our Privacy Policy for more information.

Developing a Senior Leadership Succession Plan for a Global Manufacturer

Clarkston Consulting recently partnered with a client on a senior leadership succession plan. Read a synopsis of the project below or download the full case study.

Download the Senior Leadership Succession Plan Case Study Here

A global leader in design and manufacturing asked Clarkston Consulting to evaluate their strategic business needs and make recommendations for executive succession in conjunction with an enterprise strategy development project.  

The company required several aspects for its succession planning efforts that included identifying a successor for the senior executive role who leads the global enterprise, assessing internal talent pools to identify high-potential successors, and ensuring a smooth leadership transition without disrupting business operations once identified. Additionally, there was a need to foster communication and engagement among stakeholders to garner support for the succession plan and ensure an effective transition .   

To address these challenges, the company adopted Clarkston’s strategic approach to succession planning. The first step involved an exhaustive analysis of the company’s strategic objectives and priorities that had been developed through Clarkston’s Enterprise Destination Mapping process to analyze leadership traits, qualities, and capabilities essential to leading the business into the future. Clarkston determined the leadership criteria needed to successfully execute the company’s strategic plan and priorities as well as developed five critical senior executive leader success metrics, with clear definitions and criteria for the client’s next top global leader.  

Clarkston also partnered with the CEO and HR leader to assess the internal talent to determine if there were any qualified candidates with the required capabilities who are ready now for the role or have the potential to be ready within one year. Clarkston conducted a detailed assessment of top qualified candidates and made a recommendation for the top executive role with an accompanying accelerated development plan, transition plan with the current leader, and detailed timeline including key milestones and communication events.    

The strategic implementation of succession planning facilitated the identification and development of a high-potential employee, ensuring readiness for future leadership transitions, and enhancing company performance for a successful successor transition to drive growth. The Board of Directors approved the succession plan, and it was successfully implemented.  

Download the Senior Leadership Succession Plan case study, and learn more about our Strategic Advisory Consulting Services by contacting us below. 

Contact Us to Learn More

Related Insights

Navigating a Leadership Transition: 5 Key Steps for Succession Planning

Changes in the top leadership ranks of companies are necessary, inevitable, and can be very healthy for the organization. Even ...

Ensuring Organizational Alignment: A CEO’s Roadmap for Navigating Change

In this eBook, we outline a CEO’s roadmap for navigating change, sharing how they can ensure organizational alignment, and ultimately, ...

Aligning Organizational Structure with Strategy to Support Future Growth

Clarkston Consulting recently partnered with a global biopharmaceutical company and helped the client in aligning their organizational structure with strategy. ...

Subscribe to All Posts

• Life Sciences
• Consumer Products

You may unsubscribe from these communications at any time.

• Comments This field is for validation purposes and should be left unchanged.

•    Home

Leadership is one of the key driving forces for improving a firm’s performance. It is assumed that the kind of leadership style employed in an organization has an impact on its overall performance. The study examined the leadership style practiced at TumaKavi Development Association (TKDA) in Northern Region of Ghana and its effect on its organizational performance. Qualitative case study design was employed. Purposive sampling was adopted to sample a total sample size of 11 respondents representing 65% of the total staff population. The study established that TKDA majorly uses democratic leadership style in its operations. It also discovered that the democratic leadership style being practiced has had an appreciable influence on the operations and performance of the organization. The results of this study also revealed that there is strong relationship between leadership style and organizational performance of TKDA. As the strength of the organization dwells much on democratic style of leadership, it is recommended that management of the organization applies more of that and mix it with other leadership styles where necessary for the organization to wax stronger within its industry.

Leadership , Influence , Democratic Style , Organizational Performance

Share and Cite:

1. Introduction

There has been significant theoretical and empirical work carried out on organizational performance across the globe. For some decades now, how leadership impacts on organizational performance has gained prominence among academics and practitioners working in the area of leadership (Al Khajeh, 2018; Bhargavi & Yaseen, 2016; Igbaekemen & Odivwri, 2015; Giambatista, 2004; Rowe et al., 2005) . This is premised on the notion that a style of leadership of an organization has a correlation with organizational performance (Rowe et al., 2005) . The style of leadership adopted is considered by some researchers to be particularly important in achieving organizational goals, and in evoking performance among subordinates (Sadia & Aman, 2018; Klein et al., 2013; Berson et al., 2001; Zacharatos et al., 2000; Barling et al., 1996) . Organizations undergo rapid changes daily as a result of diverse factors. Some of these factors are external such as competition, global market trends and technological changes. Some of the changes over time also occur within the organizations themselves. Examples are employee motivation, innovation, organizational culture and human resource strength (Haque et al., 2015; Igbaekemen & Odivwri, 2015; Bass & Riggio, 2006) . All these tend to affect the performance of these organizations. One key factor that also has the potential to largely affect an organization’s performance is its leadership (Ng’ethe et al., 2012; Jeremy et al., 2012) .

The role of leaders in ensuring excellent organizational performance cannot be over emphasized. Adequate motivation, suitable work environment, compensation, efficient communication between managers and subordinates play an important role in promoting this goal. Planning and organization of work is also very crucial. It has been argued by some researchers that the most common problems affecting organizational performance in business and other institutions are poor attitude to work among workforce, inefficiency as well as ineffectiveness of leaders in most places, though others share a contrary view (Haque, Faizan, & Cockrill, 2017) . Leadership style practiced by an organization has an impact on the success or otherwise of its operations. Leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individuals in the organization (Bhargavi & Yaseen, 2016; Obiwuru et al., 2011) .

Performance continues to be a key issue among organizational researchers and employees are bound to perform well where they are treated well (Haque, Faizan, & Cockrill, 2017; Barney, 1997) . Javier (2002) has asserted that performance is equivalent to the famous 3Es (economy, efficiency, and effectiveness) of a certain program or activity. However, according to Daft (2000) , organizational performance is the organization’s ability to attain its goals by using resources in an efficient and effective manner. Quite similar to Daft (2000) , Ricardo & Wade (2001) rather define organizational performance as the ability of the organization to achieve its goals and objectives.

Organizational theorists contend that effective leadership is one of the most important contributors to overall organizational success (Weber, 2009; Daft, 2000; Pettinger, 2000; Barney, 1997; Kotter & Heskett, 1992; Ricardo & Wade, 2001) . Many leadership theories have been proposed in the last fifty years, which are claimed to have influenced the overall effectiveness of organizations where they have been employed. In the competitive world with technological changes within the business environment, it is vital that organizations employ leadership styles that enable them to survive in a dynamic environment (Maritz, 1995; Bass, 1997) . Without leadership, the probability of mistakes occurring increases and the opportunities for success become more and more reduced. The role of a leader is vital for the survival and progress of an organization. Al Khajeh (2018) and Bhargavi & Yaseen (2016) in their study on leadership and organizational performance suggest that the role of leadership is critically important for an organization to achieve a high level of performance.

It is contended that organizations do not only exist for survival, but also to sustain their existence by improving performance. In order to meet the needs of the highly competitive markets, organizations must continually increase performance by adopting the appropriate leadership style. Leadership style is a key determinant of the success or failure of any organization. Leaders influence, direct, and motivate others to perform specific tasks and also inspire subordinates. Literature suggests that the role of leadership is critically important for achieving the performance of organizations. To this end, some studies argue that effective leadership role in increasing organizational performance are mixed (Uchenwamgbe, 2013; Hambrick, 2007; Katz & Kahn, 1978) .

The research examined the operations of TumaKavi Development Association (TKDA), a regional Non-Governmental Organization (NGO) working in thirty-two communities in four districts of the Northern Region of Ghana. It is believed that the organization has achieved some feats in its operations over the years. However, not much is known about the kind of leadership style(s) being employed by management of the organization resulting to this level of performance. Premised on this, the study aimed to examine the leadership style(s) practiced at TumaKavi Development Association and its effect on the performance of the organization.

2. Literature Review

2.1. Understanding Leadership

Leadership has been a topic of study for social scientists for much of the twentieth century, yet there has been no consensually agreed-upon definition of it (Jyoti & Bhau, 2015; Sofi & Devanadhen, 2015; Xu & Wang, 2008; Bass, 1990) . Many authors have studied this phenomenon, and some have argued that there is no conscious definition of what leadership is, no dominant paradigm for studying it, and little agreement regarding the best strategies for developing and exercising it (Bennis, 2007; Hackman & Wageman, 2007; Vroom & Jago, 2007) . However, Ngodo (2008) views leadership as a form of direction in which a person can give to a group of people he steers affairs in such a way that will influence the behavior of another individual, or group. Ngodo (2008) perceives leadership to be a reciprocal process of social influence, in which leaders and subordinates influence each other in order to achieve organizational goals. Sun (2002) defines leadership as the process of influencing people so that they make an effort by their own will and enthusiasm towards obtaining the group’s goals.

Leadership is a critical management skill, involving the ability to encourage a group of people towards a common goal. Leadership focuses on the development of followers, their needs and building their capacity (Klein et al., 2013) . It is imperative for managers occupying leadership positions to focus on the development of value system of employees, their motivational level and moralities with the development of their skills (Uchenwamgbe, 2013; Ismail et al., 2009) . This approach will essentially help followers achieve their goals as they work in the organizational setting. As posited by Khan et al. (2014) , followers will be encouraged to be expressive and adaptive to new and improved practices and changes in the environment.

According to Michael (2010) leadership has a direct cause-effect relationship upon organizations and their success. Leaders determine values, culture, change tolerance and employee motivation. They shape institutional strategies including their execution and effectiveness. It should be stressed that leaders can be found at any level of an institution and are not exclusive to management. Successful leaders do, however, have one thing in common. They influence those around them in order to reap maximum benefit from the organization’s resources, including its most vital and expensive human resources/capital. This success can only be achieved and probably sustained in organizations where appropriate leadership style or styles are employed at a given time. Leadership is also a process which involves the use of non-coercive influence to shape a group or organizational goals, motivate behaviour towards achieving the goals as well as define the group’s culture (Northouse, 2009) .

Despite the variations in the definitions, there are at least three important implications of these definitions. Firstly, leadership is a process engaged in by certain individuals (leaders). It is an ongoing activity in an organization. Secondly, it involves other people in the form of subordinates or employees who by their willingness are influenced by the leader. Therefore, the subordinates formalize the leader’s authority by making leadership process possible. Thirdly, the aim of leadership is the accomplishment of a goal and objectives. A seemingly endless variety of definitions have been developed, and there is a common thread which runs through all the definitions and that is the concept of influence. Leaders therefore influence others to help accomplish group and organizational objectives. However, it should be noted that the use of appropriate leadership style at a given time is a conduit for organizational success.

2.2. Leadership Styles

Any organization which employs appropriate leadership style(s) couple with other factors in its operation has a higher probability of achieving its organizational goals. An organizational leadership style(s) go(es) a long way to influence the culture of the organization. This in turn directly or otherwise influences the performance of the organization (Haque et al., 2015; Klein et al., 2013) . Leadership is the life blood of any organization and its importance cannot be underestimated. According to Armstrong (2012) , a leadership style is the approach used by managers to exercise their leadership function. This is seen to be a particular behavior a leader in an organization employs to motivate employees towards the achievement of a defined objective of the organization (Haque et al., 2015; Igbaekemen & Odivwri, 2015; Ng’ethe et al., 2012) . Leadership style plays an important role in the organizations of today. As defined by Mullins (2000) , leadership style is the way and manner in which a manager or supervisor chooses to act towards his employees or subordinates and the way the leadership function is being carried out by them (Xenikou, 2017) . Researchers in the area of leadership suggest that no one leadership style is better than the other but that styles are dependent on some factors (Armstrong, 2012; Adair, 2003) . They indicate such factors to include the type of organization, nature of the task, characteristics of the individuals in the leader’s team, the group the leader leads as a whole and more importantly, the personality of the leader. To them therefore, there is not one leadership style that is considered best at all times as a particular situation would demand one or a combination of different leadership styles.

Leaders should be able to know how their leadership skills influence their followers as it has an impact on the followers being supportive of them or not (Saleem, 2015; Sethuraman & Suresh, 2014) . This can have an impact on employee behaviour to support their leaders; followers or employees who do not have support for their leaders can be prone to dissatisfaction which could arouse an intention of an employee to leave. Some authors have argued that leadership styles can affect an employee’s job satisfaction level and job satisfaction is an outcome of leadership style. This can negatively be associated with the intention of the employee to leave the organization (Khan et al., 2014; Welty Peachey et al., 2014) . This suggests that leadership style or behaviour has an impact on job satisfaction and an employee’s desire and intention to leave an organization or otherwise. As indicated by Vandenberghe & Bentein (2009) , before an employee considers leaving an organization, such an employee will first assess (Tummers & Knies, 2016) the position of his/her relationship with the organization, among other factors. It is noteworthy to stress that appropriate leadership style employed in a given time regardless of low remuneration could still motivate an employee to put up his/her best in the organization. This assessment according to Welty Peachey et al. (2014) could include the level of attachment of the employee to the organization and the leader. In the case where this relationship is lessened or negatively affected, the employee has the tendency to leave such an organization. Leadership style reflects what leaders “do” and how they “behave”. There are many dimensions to leadership and many possible ways of describing leadership styles such as dictatorial, unitary, bureaucratic, charismatic, consultative and participative. However, a collection of some leadership styles in contemporary businesses which are still pervasive in contemporary times are classified as follows.

2.3. Autocratic Leadership

An autocratic leader is seen as the one who is very conscious of his position and has little trust or faith in the subordinates (Luftman, 2004) . Autocratic leaders are classic and bossy in nature. Such leaders desire that their subordinates work according to what they dictate (Al Khajeh, 2018) . Basically, autocratic leaders retain the decision-making rights with them (Obiwuru et al., 2011) .

An autocratic leader feels that remuneration advanced to employees for work done is a just reward and it is only the reward that can motivate an employee. This style of leadership is characterized by individual control over all decisions and little input from group members. A study conducted indicates that an autocratic/authoritarian leader is characterized as being arbitrary, controlling, power-oriented, coercive, legitimate, punitive and with a closed mind (Al Khajeh, 2018; Iqbal et al., 2015; Bass & Bass 2009) . Such leaders stress loyalty and obedience and are defined as those who make decisions alone and demand strict adherence to rules. The decision-making process is centralized; autocratic leaders take full responsibility for decisions and control of their followers’ performance. Praise and criticism of followers play a significant role in autocratic leadership. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers. Autocratic leadership involves absolute, authoritarian control over a group. Other characteristics of autocratic leadership include: little or no input from group members, leaders make the decisions, group leaders dictate all the work methods and processes and group members are rarely trusted with decisions or important tasks.

Armstrong (2012) suggests that autocratic leadership may be useful in situations of emergency, in cases where homogenous work force is involved and where the leader is wise, just and has considerable understanding of the followers. In such circumstances, special action may be needed to avert a potential mishap. Among some shortcomings of autocratic leadership is the inability of the subordinates to develop pride of accomplishment, denial of personal development or satisfaction from self-actualization, and it also antagonizes human beings and wipes the organization of lasting loyalty and co-operation. Indeed, the autocratic style is characterized by an “I tell” philosophy. That is, an autocratic leader tells staff members what to do. Even though this approach can give a business a clear direction, however, it may also lead managers to undervalue or ignore input from team members (Obiwuru et al., 2011) . Nonetheless, an autocratic approach is appropriate in some situations. It is valuable when the business faces a crisis or when an urgent problem arises that requires an immediate response (Bhargavi & Yaseen, 2016) . There is no shared vision and little motivation beyond coercion. Commitment, creativity and innovation are typically eliminated by autocratic leadership (Al Khajeh, 2018) . In fact, most followers of autocratic leaders can be described as bidding their time, waiting for the inevitable failure this leadership produces and the removal of the leader that follows (Iqbal et al., 2015; Michael, 2010) .

2.4. Democratic Leadership

Democratic leadership, also referred to as participative leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process. This style of leadership dwells on performance and people (Bhargavi & Yaseen, 2016; Puni et al., 2014) . Democratic leadership style encourages employees to participate in the decision making process of the organization (Nwokocha & Iheriohanma, 2015) . According to Puni et al. (2014) , decision making in a democratic system is not centralized and high performance is recognized and rewarded. Nwokocha & Iheriohanma (2015) on the other hand suggest that there is potential for poor decisions to be made by the subordinates as a result of the leader depending on the contributions made by the employees or subordinates. This can be said to have a negative impact on the organization and can also instigate turnover intention in employees. It is therefore expected that brainstorming of ideas and collective decisions are arrived at by all concerned.

The democratic leadership sounds good in theory but it is often bogged down in its slow decision making process and the results which could seem workable would always require a lot of time and effort (Nwokocha & Iheriohanma, 2015) . The democratic leader allows for decision making to be shared by the leader and the group. Criticisms and praises are objectively given and a feeling of responsibility is developed within the group. Kotter (1995) argued that this form of leadership is claimed to be earliest amongst all other leadership style. The leader discusses with subordinates before he issues general or broad orders from which subordinates feel free to act on (Bhargavi & Yaseen, 2016) . The superior allows the subordinates opportunity to use their initiative and make contributions. The leaders also offer support to the subordinates in accomplishing task. Characteristics of democratic leadership include: the fact that group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions, members of the group feel more engaged in the process and creativity is encouraged and rewarded. Democratic leadership yields a lot of benefits. Subordinates are encouraged to share their thoughts; it can lead to better ideas and more creative solutions to problems (Sadia & Aman, 2018) . Employees also feel more involved and committed to projects, making them more likely to care about the end results. It is perceived that democratic leadership style leads to higher productivity among group members.

There are however some downsides of democratic leadership. In situations where roles are unclear or time is of the essence, democratic leadership can lead to communication failures and uncompleted projects. In some cases, group members may not have the necessary knowledge or expertise to make quality contributions to the decision-making process. Democratic leadership works best in situations where group members are skilled and eager to share their knowledge. It is also important to have plenty of time to allow people to contribute, develop a plan and then vote on the best course of action.

2.5. Laissez-Faire Style of Leadership

Laissez faire is a French phrase which means “let it be” and it is also known as the “hands off style” (Nwokocha & Iheriohanma, 2015: p. 194) . According to Gill (2014) , it means leaving subordinates to complete tasks and jobs in the way they choose without adherence to any strict policies or procedures. Bass (1985) describes the laissez faire leadership style as one in which the leader has no belief in his own ability to supervise. He further states that the leader has no clear set goals towards how they may work, does not help the group in making decisions and so leaves too much responsibility with subordinates. According to Puni et al. (2014) , the laissez-faire leader avoids controlling his employees and so only relies on the few available employees who are loyal to get a task done.

It is argued that laissez faire leaders do not believe in employee development as they believe that employees can take care of themselves (Puni et al., 2014) . This leadership style cannot be said to be operational in the banking sector or Non-Governmental Organizations which require that both the leader and subordinates have an input in the decision making process and completion of tasks to ensure the success of the organization. This is defined as a style of leadership where leaders refuse to make decisions, are not available when needed, and choose to take no responsibility for their lack of leadership ability. Laissez-faire leaders do not use their authority and avoid taking actions. It is considered a passive and ineffective form of leadership. This style favors the installation of a relaxed working atmosphere; it brings down morale and reduces efficiency of the group. With this type of leadership style, leaders attempt to pass the responsibility of decision making process to the group. The group is loosely structured as the leader has no confidence in his leadership ability. A laissez-faire leader may either not intervene in the work affairs of subordinates or may completely avoid responsibilities as a superior and is unlikely to put in effort to build a relationship with them. Laissez-faire style is associated with dissatisfaction, unproductiveness and ineffectiveness (Deluga, 1992) . This however, is debatable. Decision making under this style of leadership is performed by whoever that is willing to accept it.

2.6. Leadership Styles and Organizational Performance

It is considered that an organization’s leadership undoubtedly has a strong bearing on its performance, employee job satisfaction and employee commitment. Some researchers have argued that leaders motivate and help their employees to be competitive by using effective leadership styles (Bhargavi & Yaseen, 2016; Bass & Riggio, 2006; Luftman, 2004) . Relationship between leadership style and organizational performance has been topical in recent times. Research shows that leadership style has a significant relationship with organizational performance, and different leadership styles may have a positive correlation or negative correlation with the organizational performance, depending on the variables used by researchers (Wang et al., 2010) . Therefore, the leader’s use of effective leadership style(s) is imperative to promoting standards of excellence in the professional development of the members of the organization.

McGrath & MacMillan (2000) contend that there is significant relationship between leadership styles and organizational performance. Effective leadership style is seen as a potent source of managing development and sustained competitive advantage (Al Khajeh, 2018) . Leadership style helps the organization to achieve its current objectives more efficiently by linking job performance to valued rewards and by ensuring that employees have the resources needed to get the job done. Sun (2002) compared leadership style with leadership performance in schools and enterprises and found that leadership style had a significantly positive correlation with the organizational performance in both schools and enterprises. According to Kotter (1995) , without leadership, the probability of mistakes occurring increases and the opportunities for success become more and more reduced. In this way, leadership, together with stimulants and incentives, promotes people’s motivation towards achieving common goals, having a relevant role in the processes of forming, transmitting and changing organizational culture (Senge, 1990) .

Assuming the essence of leadership is influence, leadership could broadly be defined as the art of mobilizing others to want to struggle for shared aspirations (Druskat et al., 2003) . However, it could be argued this “influence, mobilization and struggle” are of little value in an organizational context unless the effects ultimately yield an outcome in line with the “shared aspiration” for leadership to be deemed successful. Leadership is all about results. Creating results in today’s ever changing and increasingly competitive world requires a very different kind of leadership from what was studied in the past (Haque et al., 2015) . While leaders in the past managed perhaps complex organizations, this was in a world of relative stability and predictability. In today’s globalized world, with organizations coping with rapidly changing environments, leaders face a new reality. Working in flexible contexts and connected by real-time electronic communication, increasingly mobile employees have themselves become the critical resource of their organizations (Wang et al., 2010) . What is now needed are leaders who simultaneously can be agents of change and centers of gravity, keep internal focus and enable people and organization to adapt and be successful (Jyoti & Bhau, 2015; Sofi & Devanadhen, 2015) .

2.7. Overview of TumaKavi Development Association (TKDA)

TumaKavi Development Association (TKDA) started in 1983 as a women’s group in a rural community called “Moglaa” in the Savelugu/Nanton District, Northern Region of Ghana. The formation of TumaKavi became necessary as a result of the 1983 drought in Ghana which worsened the plight of women and children. Essential commodities were scarce and food prices were high. This made it difficult for the average family in the village to cope with the personal hygiene and nutritional needs of the family. A Public health nurse who engaged the women in hygiene and nutrition education solicited for funding from MATCH Canada. The women broke into new grounds of acquiring their own farmland to cultivate groundnuts; they also owned and operated their own grinding mill through a support from Canadian University Students Organization. Apart from the economic gains made by the women and their families, they also gained confidence and it improved relationships between them and their families. Generally, the project brought improvement in economic and nutritional status of children and increased the social status of women. This Women’s Group later grew into TumaKavi Development Association (TKDA) with the Public health nurse eventually becoming the Executive Director after retiring from her job in 2012.

TumaKavi has thus evolved from a community based women’s group to a regional Non-Governmental Organization (NGO); working in thirty-two communities in four districts of the Northern Region. Inter alia, it signed a partnership agreement with Christian Children’s Fund of Canada in 1996 and the Zogu Area Child Care and Family Helper Project, a child sponsorship project, which commenced in 1997 at Zogu. TumaKavi also signed partnership with ISODEC on Reproductive Health in 2002 for 12 communities in the Zabzugu/Tatale District. The organization has a mission to assist needy people especially women and children improve the quality of their living standard through education of children especially the girl child, primary health care, nutrition education, water and sanitation and micro development enterprise. It aims at improving the lives of deprived families and communities in Northern Ghana through sustainable development projects in child education, health and nutritional status of families, income generation of women, improved water and sanitation conditions.

3. Methodology

The study employed qualitative case study design to collect and analyse the data. It involved in-depth interviews (one-on-one interviews) in order to fully understand the kind of leadership style practiced at TumaKavi Development Association (Akparep et al., 2017; Creswell, 2007) . This approach has some promising directions for organizational direction and performance. The employees of the organization including the Executive Director formed the research respondents of the study.

The study was conducted using both primary and secondary sources of data. Interviews formed the basis for the primary sources of data. A semi-structured interview guide was designed for the respondents. The employees of the organization were put into groups according to their function or department at the organization. Focus group discussions were then held with the employees and management of the organization. Respondents’ opinions were solicited on the organization’s leadership style and its impact on the performance of the organization. This way, the researchers had control over the line of questioning while the respondents were given adequate space to provide historical and detailed information where necessary (Owusu-Sekyere et al., 2018; Creswell, 2007; Sekaran, 2003) . Also, in order to fully understand the issues being investigated, the one-on-one story-telling interview approach was adopted as it is an effective tool which offers researchers an opportunity to get in-depth information regarding the phenomenon under investigation (Maxwell, 2005) .

The interview guide designed comprised a leadership style assessment (Northouse, 2009) . This was designed to measure basically the three common leadership styles; democratic, autocratic and laissez-faire. The other component of the interview guide consisted of a number of questions to provide data on how the identified leadership style practiced had impacted the organisation. Purposive sampling approach under the non-probability sampling technique was employed to select a total sample size of 11 respondents representing 65% of the total population for the study. The purposive sampling approach was a useful technique for soliciting the required information from the head of the organization (see: Maxwell, 2005 cited in Akparep et al., 2017 ). Journal articles, text books, library sources of information and various reports of the organization were reviewed which served as secondary sources of data for the study.

Data collected with the semi-structured interview guide were imported into Statistical Package for Social Sciences (SPSS) for analysis. The data was presented in a manner that allowed for easy analysis and testing using SPSS. Once the data was imported into a SPSS spreadsheet, from the Microsoft excel spread sheet, the researchers proceeded to calculate the necessary leadership scores as per the respective scoring keys provided along with the interview guide, available to the respondents. Again, all the focus group discussions were audio-recorded with the respondents’ permission. These audio tapes were transcribed verbatim and added to other field notes and analyzed manually using hand coding and highlighter pens to color important texts. Themes so identified were then categorized into major themes with sub-themes for each of the major themes. As Maxwell (2005) has advised, this is a very useful approach to qualitative data analysis as it provides great opportunities for researchers to carefully organize volumes of qualitative data into insightful findings (Owusu-Sekyere et al., 2018) .

4. Analysis and Discussion of Results

4.1. Ages of Respondents

Table 1 shows that majority of the staff were of a youthful age whilst a few were beyond 35 years of age as illustrated below.

4.2. Number of Years in the Organization and Job Categories

From Table 2 , it indicates that 54% of the respondents had served in the organization between three and five years whilst 27% had been with the organization for one to three years. They therefore had a relatively good knowledge of the organization and understood the trends well as the Table 2 depicts.

4.3. Job Titles and Categories of Respondents

Table 3 indicates job titles of the categories of the respondents as represented below. There was at least one respondent from each of the departments and this ensured a fair representation of the general staff of TKDA.

4.4. Indicators of Performance of TKDA

Respondents were asked on the indicators they would consider in assessing the performance of TKDA. Six different indicators were presented namely; achievement of goals and targets, scope and depth of projects, partnerships, funding opportunities, staff strength and turnover and awards. Majority of the respondents agreed that all were indicators of TKDAs performance but the one mostly used was the achievement of goals and targets which are usually outlined in Annual Operating Plans.

Table 4 highlights the trend of the performance of the organization under study within the years 2012 to 2017. Most of the respondents felt that the organization had an increasing trend of 36% of performance in 2017 and an equally high percentage of them felt that TKDA has had a stable trend of 36% of performance over the years. There were two respondents who did not indicate their views and 1 (9%) felt that the trend of performance was unpredictable.

Table 1 . Age of respondents.

Source: Authors Construct, 2018.

Table 2 . Number of years worked at TKDA.

Table 3 . Job titles and categories of respondents.

Table 4 . Trend of organizational performance over 2012 to 2017.

The study found out that the 72% (36% for increasing and 36% for stable) suggested that the trend was either increasing or stable mentioned factors like increased funding and grants from donors, projects being executed on schedule, increase in number of project beneficiaries as indications of their views. Meanwhile the only one respondent who felt the trend was unpredictable indicated that there were inconsistencies (monthly fluctuations) in their salaries in relation to what they were initially offered.

Furthermore, respondents were asked what factors they felt were responsible for this increasing or stable trend of organizational growth. Among the factors mentioned were; hard work, mutual respect between all staff, effective teamwork, good leadership, the introduction of performance-based funding by their main donor (CCFC), improved donor support and relationship. With regards to the issue of unpredictability, the respondents felt that the inconsistent salaries were as a result of competition from similar organizations that had stronger capacities than TKDA and therefore attracting potential donors. This could be said to be in line with Welty Peachey et al. (2014) findings.

4.5. Leadership Style Employed in TumaKavi Development Association (TKDA)

The first part of the questionnaire contained a model of assessment that used a list of questions and a scoring system to determine which leadership style was employed in the organization by the Executive Director. It was designed to measure three common styles of leadership; authoritarian, democratic and laissez-faire. The scores were computed as indicated in Table 5 below.

1) Sum of responses on items 1, 4, 7, 10, 13, and 16 (authoritarian leadership).

2) Sum of responses on items 2, 5, 8, 11, 14, and 17 (democratic leadership).

3) Sum of responses on items 3, 6, 9, 12, 15, and 18 (laissez-faire leadership). In Table 5 were respondents’ scores for the various questions.

By comparing the scores in the manner illustrated in Table 5 , one is able to determine which leadership style is most dominant and least dominant.

1) Sum the responses on items 1, 4, 7, 10, 13, and 16 (authoritarian leadership).

2) Sum the responses on items 2, 5, 8, 11, 14, and 17 (democratic leadership).

3) Sum the responses on items 3, 6, 9, 12, 15, and 18 (laissez-faire leadership).

Outcome of Assessment: Based on respondents’ scores for the various statements, the average of the various scores for each leadership style is represented below:

Authoritarian Leadership―16

Democratic Leadership―21

Laissez-Faire Leadership―18

From the scores on Table 5 above, majority of the respondents (21 scores) agreed that democratic leadership is the most dominant style of leadership practiced by the leadership of TKDA. A number of respondents (18 scores) also felt that the leader employed the laissez-faire type of leadership whilst 16 scorings were of the opinion that authoritarian leadership was the style of leadership practiced in TKDA. This analysis of the different ratings is in consonance with Armstrong (2012) and Adair’s (2003) argument that no one leadership style is better than the other but that the styles are dependent on a given situation.

It is worth noting that the same assessment was completed by the Executive Director and an analysis of her scores showed that the democratic style was the most dominant, followed by the laissez-faire with the authoritarian style being the least dominant.

4.6. Leadership Style and Organizational Performance at TKDA

In drawing the line and assessing as to whether there exists any form of relationship between leadership style practiced at the TumaKavi Development Association and its performance resonated in Table 6 .

Findings from Table 6 indicated that 82% forming majority of the respondents established a relationship between leadership style and organizational performance. 73% of them reported a positive relationship between the leadership style employed at the organization and how the organization has progressed. Respondents indicated that due to the leadership style of management, that is majorly democratic, there was a high level of staff involvement in management decision making process. This supports Bhargavi & Yaseen (2016) and

Table 5 . Respondents’ scores on statement on leadership.

Source: Authors Construct, 2018. Note: 1) STRONGLY DISAGREE; 2) DISAGREE; 3) NEUTRAL; 4) AGREE; 5) STRONGLY AGREE.

Table 6 . Relationship between leadership style and organizational performance.

Nwokocha & Iheriohanma (2015) study that democratic leadership style encourages employees to participate in the decision making process of the organization. Leadership also allows for feedback from staff which motivated them. The following was the outcome of an interview on the subject matter:

Here we are somehow fortunate to have a leader who listens to us in decision making. Even though it is democratic leadership style which I think dominates, she also sometimes uses other leadership styles when it becomes necessary. She is dynamic (Focus Group Discussion with employees of TKDA, 2018).

In terms of the negative relationship, 9% of respondents mentioned that they did not think there were opportunities to be creative and there was a delay in implementation of activities from management. This corroborates the argument that democratic leadership is often bogged down in its slow decision making process and the results which could seem workable would always require a lot of time and effort (Nwokocha & Iheriohanma, 2015) which may result in low pace of performance and sometimes meeting target.

In terms of whether there was a best leadership model for high organizational performance, 8 respondents representing 73% answered in the affirmative and explained that a leadership that was democratic, giving freedom to staff to operate, very supportive of staff, providing staff the opportunity to be expressive and creative would yield very high results in terms of performance. As advised by Michael (2010) , leadership style of an organization has a direct cause and effect relationship upon organizations and their success. However, 3 respondents (27%) did not think there was a particular leadership model that was without its weaknesses. They explained that it depended on the type of a leader and how he/she executed his/her duties as indicated in the interview below with the Executive Director:

Our organization majorly practices a democratic leadership style, however, sometimes I can see management employing other leadership styles all in the interest of the organization (Interview with the Leadership of TKDA, 2018).

The excerpts above clearly augment the responses the researchers received from the respondents in respect of the TumaKavi organization using different leadership styles with democratic style dominating in the organization. It therefore goes to stress that it is imperative for organizations to study and adopt appropriate leadership styles at a given time necessary to realize set goals.

Respondents sharing their thoughts on leadership role towards organizational performance said that the kind of leadership style practiced by an organization has a bearing on its output. Views expressed by respondents ranged from leadership playing a role of providing staff freedom and room to operate, setting performance targets, providing the potential for staff growth, raising successors through mentorship programmes and more involvement in decision making. Generally, all respondents asserted that leadership is very crucial in the successful performance of an organization.

Because leadership is key to this organization, some of us are privileged to have attended refresher training courses on leadership and this has had an impact on the way TumaKavi runs its operation. Looking at our successes, we can say that it is due to the different leadership styles we practice and the kinds of staff appraisal packages to motivate our staff to put in their best… (Interview with Leadership of TKDA, 2018).

The excerpts give credence to Bass & Riggio (2006) and Luftman (2004) contention that effective leadership style(s) employed by an organization has/have a bearing on organizational performance.

5. Limitation and Direction for Future Research

This study has provided deep insights of the impact of leadership style on the organizational performance of TKDA. The study does not seek to make generalization of its findings as it studied only one organization with a small sample size. This may reduce the applicability and scope of the findings of the research in terms of generalization in other organizations with similar mandate. Hence, future research should focus on widening the scope to cover leadership style and its relationship among different organizations with similar mandate.

6. Conclusion

It was established by the research findings that the TumaKavi Development Association majorly uses democratic leadership style in its operations and this has had a significant impact, positively on the organization’s performance. The results of this study also revealed that there is strong relationship between leadership style and organizational performance. On the basis of the findings of this study, it was established that leadership style has both positive and negative effects on organizational performance. The study also discovered that leadership of the organization sometimes employs other leadership styles such as authoritarian and laissez-faire where necessary in order to achieve its set goals. Also, the organization’s performance has increased as asserted by the majority of the respondents. They felt encouraged to contribute their ideas and opinions, and were more involved and committed to projects. For the few who were of the opinion that performance was declining, decreased donor funding was the cause and not directly a factor of the leadership style. The study therefore concluded that the democratic leadership style practiced at TumaKavi Development Association has significantly improved upon the performances of the organization.

7. Recommendation

As the strength of the organization dwells much on democratic style of leadership, it is recommended that the leadership of the organization continues to employ more of this style of leadership in its operations. Also, it is recommended that the organization should apply other leadership styles where necessary in this dynamic work environment in order for the organization to wax stronger within its industry. Since there is no “one size fits all” style of leadership, it is also recommended that management strives to use various techniques and methods as the situation may demand to encourage staff to work harder to achieve organizational goals and improve performance further.

Conflicts of Interest

The authors declare no conflicts of interest regarding the publication of this paper.

•   Articles
•   Archive
•   Indexing
•   Aims & Scope
•   Editorial Board
•   For Authors
•   Publication Fees

Journals Menu  

• Open Special Issues
• Published Special Issues
• Special Issues Guideline
• E-Mail Alert
• OJL Subscription
• Publication Ethics & OA Statement
• Frequently Asked Questions
• Recommend to Peers
• Recommend to Library
• History Issue

Copyright © 2024 by authors and Scientific Research Publishing Inc.

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License .

• Journals A-Z

About SCIRP

• Publication Fees
• For Authors
• Peer-Review Issues
• Special Issues
• Manuscript Tracking System
• Subscription
• Translation & Proofreading
• Volume & Issue
• Open Access
• Publication Ethics
• Preservation
• Privacy Policy

• Library News Online

Heard Libraries showcase pioneering efforts, global leadership in digital preservation

A new article in EdTech Magazine and a case study by the Center for Digital Education highlight how the Jean and Alexander Heard Libraries continue to innovate in the area of digital preservation.  

Both items detail efforts to scale up and make sustainable the Heard Libraries’ one-of-a-kind Vanderbilt Television News Archive , the world’s most extensive and complete archive of television broadcast news. The university has been recording, preserving and providing access to national television news broadcasts since Aug. 5, 1968—resulting in an archive of some 210 terabytes of data and growing by 7 TB annually. The VTNA serves as a resource for the U.S. Library of Congress and researchers worldwide.  

Collaborating with Amazon Web Services and with support from Vanderbilt University Information Technology , Heard Libraries transitioned its massive television news archive to the cloud beginning in 2019, greatly improving its speed, redundancy and scalability over previous analog and digital versions. The collaboration also introduced a host of automated and generative AI features that enhance the archive’s functionality. Among them are the ability to generate automated transcripts of news broadcasts as well as fine tune their accuracy through machine learning; separate the news broadcasts into discrete segments and create summaries of each; and automatically create abstracts for each broadcast.  

Cloud-based computing is not only expanding the capabilities of the VTNA, it also has far-reaching applications across the Heard Libraries—such as preserving additional archives and ensuring their accessibility, as with the Slave Societies Digital Archive , or applying machine learning and data analytics to analyze the evolution of storytelling techniques in historical content, as with the McGee Applied Research Center for Narrative Studies .  

“A core mission of the Heard Libraries is preserving and providing access to knowledge,” University Librarian Jon Shaw said. “The cloud’s reliability and scalability will allow us to do so for many years to come.”    

Gollins, Johnson earn DPC appointments; Poulter presents at Library of Congress  

Deploying innovative technologies is just one way the Heard Libraries are leading in digital preservation. Two members of the Special Collections and University Archives team have been appointed to leadership roles within the Digital Preservation Coalition , a prestigious U.K.-based nonprofit that works with global partners to facilitate long-term digital preservation solutions.  

Tim Gollins , director of Special Collections and University Archives, was named to the DPC Executive Board, and Zach Johnson , associate director of Digital Special Collections, was named to the Management and Governance Subcommittee, both in spring 2024. The Heard Libraries joined the coalition in fall 2023, becoming one of only six organizations in the U.S. that are full members, including the Library of Congress and National Archives.  

In addition, Dale Poulter , director of library technology and assessment services, presented at the Library of Congress’ annual “Designing Storage Architectures for Digital Collections” meeting in Washington, D.C., April 15–16.  

Poulter discussed the 3-2-1 rule of digital preservation at the invitation-only gathering, which included government, academic and research organization managers with an interest in large-scale digital storage architectures as well as recognized authorities and practitioners of digital preservation from research institutions, service providers and industry.  

“These appointments and activities are building our strength and bolstering our profile in the digital preservation community,” Shaw said. “I commend Tim, Zach and Dale for their efforts, as well as VTNA Director Jim Duran for leading the television news archive’s transition to the cloud. These initiatives increase Heard Libraries’ global impact and expand our mission to p rotect the world’s cultural heritage.”  

Share This Story

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Share Podcast

How the Best Leaders Drive Innovation

They learn how to take on three key roles: architect, bridger, and catalyst.

• Apple Podcasts

If you’re leading innovation, you need very specific leadership skills.

Harvard Business School professor Linda Hill has studied leadership and innovation for decades and is the coauthor of Collective Genius: The Art and Practice of Leading Innovation . She says that leaders who shepherd innovation can’t rely on formal authority. Instead, they need to understand how to get people to co-create with them, which requires mastering three key roles —architect, bridger, and catalyst—or the ABCs of innovation.

In this episode, you’ll learn how to fill each of these roles—from how to assemble the right team to how to build real connections and mutual commitment. As Hill says, “You cannot tell people to innovate. You can only invite them.”

Key episode topics include: leadership, innovation, power, commitment, talent management, resources, teams, collaboration.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

• Watch the original HBR Quick Study episode: What Makes a Great Leader? (2022)
• Find more episodes of the HBR Quick Study series on YouTube .
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you. If you’re  , you’ll need some very specific leadership skills. Do you know what they are? Harvard Business School professor Linda Hill says that leaders who shepherd innovation can’t rely on formal authority. Instead, they need to understand how to get people to co-create with them.  Hill studies leadership and innovation, and she says leaders who are great at leading innovative projects understand how to keep their teams committed to a project for the long run. In this episode you’ll learn how to do that using the ABC’s of innovation leadership. That’s A for architect – which is knowing how to assemble the right team. B for bridger – connecting with outside talent and resources. And C for catalyst – getting things done. This episode originally aired as part of the HBR Quick Study video series in September 2022. Here it is.

LINDA A. HILL: We know that one of the key reasons why organizations aren’t able to innovate organizations aren’t as agile as they need to be is they don’t have the kind of leadership they need. If you came to the Harvard Business School 100 years ago, great leadership was really about setting direction and making sure that people went in that direction. How do you come up with strategy?

When I came almost 40 years ago, we moved a bit from strategy to, really, vision. So people like John Kotter and Warren Bennis helped us understand that people needed to have a bigger ambition than just the strategy. What’s the vision? Where are we going and why?

What I’ve come to see as I’ve begun to do research in the 2000s– yes, you still need to be a visionary. But guess what? Because innovation has become ever more important, that means, really, moving from vision to shaping culture and capabilities.

You have to move from focusing on, OK, what’s my vision and how do I communicate and get people to follow me to the future? Instead, leading innovation is about getting people to co-create that future with you. And co-creation requires a different kind of leadership.

If you want to lead an organization and build an organization that can innovate at scale with speed, really, leaders have three functions they have to fulfill. The ABCs of leadership– A, you must be an architect, B, you must be a bridger, and C, you must be a catalyst.

The first role is the role of architect– building the culture and capabilities necessary for a group of people to be able to collaborate, experiment, and learn. Innovative work is not about an individual having an aha moment. It’s really about a collaboration of individuals with diverse expertise, diverse points of view and experiences, who figure out, again, how to collaborate, how to experiment and learn together with some speed– what we call collective genius.

The idea here is that everyone in your organization has a slice of genius. Everyone has talents, everyone has passions. Your role as a leader is to unleash the diverse slices of genius in your organization and then leverage and harness them for the collective good. How do you get everyone in the organization to understand that they need to work on not just what they should be doing, but what they could be doing?

The second is B, or bridger. We have to go outside the organization to get access to talent and tools. You need to be able to bridge, because you do not have the talent and tools you need inside your organization to innovate at speed or at scale. Just don’t. Particularly now that digital is such a big piece of it, you are always, you and your organizations, are really embedded in a web of interdependencies.

And that means trying to innovate across boundaries. So we see many organizations building

out new units or asking leaders to lead units in which they really are serving as the bridge between the outside of the organization and the inside.

We’ve been studying leaders who run innovation labs, corporate accelerators– even organizations that were digital first are finding that they need to partner with other digital first companies to get access to the cloud, right? Because other organizations might be better at it than they are better at it, and they need to focus on other things that are their core capabilities.

And then the third is catalyst. And this is when you’re trying to accelerate co-creation throughout the entire ecosystem. And there can be a couple of reasons for why you want to do that. One may be that for you to do what you want to do inside your organization, you need other people, other organizations to be able to innovate, because they got to create something that you need to fulfill your purpose.

The other is, fundamentally, because you’re trying to just create more capability in the whole ecosystem. Because when you lift the whole, everyone gets lifted. It’s when your ambition is much, much greater than your organization and you’re maybe trying to change a country, or the prospects of a whole continent. So you have to get the whole ecosystem active and co-creating if you want to do that kind of thing.

An example would be if you want to be as secure yourself in your own internet service, then if you can help your clients be more secure, have more cybersecurity, that helps you as well. So that’s an instance of being a catalyst. But when you’re actually doing the act of working across, that is where you’re being a bridger. So these three roles are very interconnected.

We’ve been studying the leader who runs the trials for Pfizer. It turns out that Pfizer can only innovate and be as agile as it needs to be if, in fact, their vendors are agile and able to innovate. So we have leaders there who are working across with vendors and turning those vendors into partners, where, in fact, we have a real connection.

We do trust each other. We do know how to influence each other. We are willing to make mutual commitments. Because only when we have that deep connection are we willing to do the hard work together necessary to actually do something like run those trials in 266 days and make the impossible, possible.

Now, what you see– again, the catalyst role of that same leader– is working to put together consortia of people who are in the pharmaceutical industries to go back and think about, what are some new standards we want to set? And talk with regulators about now that we know what’s possible, will allow us to bring hope to patients even faster if we work across the industry to raise all of our capacity to do more innovative work. So what we see is organizations have to go outside to get what they need.

What they’re really all about is learning how to exercise influence when you don’t have formal authority. We’ve got to let go of formal authority as our source of influence and power. Instead, we’re using, if you will, being able to shape culture and capabilities, being able to forge connections between diverse parties, real connections where we actually have mutual trust, mutual influence, and mutual commitment.

Don’t rely so much on your formal authority as a way of influencing people. It’s not very useful, because with formal authority, if you’re using that as your source of power, maybe you can control people, but you’re not building their commitment. And you need commitment if you want to have people take the risks associated with trying to do something new and useful, particularly a breakthrough kind of innovation.

You don’t use formal authority as a way to get things done, because you cannot tell people to innovate. You can only invite them. It is a voluntary act.

HANNAH BATES: That was Harvard Business School professor Linda Hill on the HBR Quick Study video series. Hill is the author of the book Collective Genius: The Art and Practice of Leading Innovation . We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review. We’re a production of the Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org. This episode was produced by Scott LaPierre, Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Video by Dave DiIulio, and Elie Honein, Animation by Alex Belser. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

• Subscribe On:

Latest in this series

This article is about leadership, partner center.

How India is emerging as an advanced energy superpower 

As the world watches, India is progressing advanced energy solutions rapidly. Image:  Unsplash/Milin John

.chakra .wef-1c7l3mo{-webkit-transition:all 0.15s ease-out;transition:all 0.15s ease-out;cursor:pointer;-webkit-text-decoration:none;text-decoration:none;outline:none;color:inherit;}.chakra .wef-1c7l3mo:hover,.chakra .wef-1c7l3mo[data-hover]{-webkit-text-decoration:underline;text-decoration:underline;}.chakra .wef-1c7l3mo:focus,.chakra .wef-1c7l3mo[data-focus]{box-shadow:0 0 0 3px rgba(168,203,251,0.5);} Maciej Kolaczkowski

Debmalya sen, jeremy williams.

.chakra .wef-1nk5u5d{margin-top:16px;margin-bottom:16px;line-height:1.388;color:#2846F8;font-size:1.25rem;}@media screen and (min-width:56.5rem){.chakra .wef-1nk5u5d{font-size:1.125rem;}} Get involved .chakra .wef-9dduvl{margin-top:16px;margin-bottom:16px;line-height:1.388;font-size:1.25rem;}@media screen and (min-width:56.5rem){.chakra .wef-9dduvl{font-size:1.125rem;}} with our crowdsourced digital platform to deliver impact at scale

• India is setting ambitious targets for deploying advanced energy solutions such as clean hydrogen, energy storage and carbon capture. By 2030, it plans to invest over $35 billion annually in these areas.
• India has surpassed its 2030 renewable energy goals; the government supports the energy transition through targeted policies, subsidies and incentives, such as production-linked incentives and tax credits.
• Scaling up advanced energy solutions requires overcoming challenges related to business confidence, demand certainty and technology reliability.

India is emerging as a global powerhouse in advanced energy solutions. It is the largest country in the world by population and fifth by size of national economy. It is also the third largest in terms of carbon emissions. According to Jennifer Granholm, US Secretary of Energy, “In so many ways, the world’s energy future will depend on India’s energy future.”

In line with this, the country is adopting ambitious goals for deploying solutions such as clean hydrogen, energy storage, carbon capture and sustainable aviation fuels.

Based on announced pledges, India is expected to invest more than $35 billion annually across advanced energy solutions by 2030 (excluding any solar or wind investment). Investment in battery storage alone must reach $9-10 billion annually.

Fast renewable growth drives exponential demand growth for energy storage in India. The country intends to build 47 gigawatts (GW)/236 GW hours (GWh) of battery storage capacity by 2031-32. This ambitious scale-up is equivalent to installing nearly 80 of the largest battery storage facilities globally and 110 times larger than the capacity of India’s battery energy storage systems.

In clean hydrogen, India has set a target to achieve a production capacity of 5 million metric tonnes (MMT) by 2030 . The country aims to build an electrolyzer manufacturing capacity equal to 40GW by 2030 to achieve this goal. This will more than double the total global existing manufacturing capacity at the end of 2023.

More attention has been paid to energy storage and green hydrogen due to the country’s techno-commercial maturity and demand requirements. However, India’s ambitions and needs go further. By 2030, India aims to achieve 30 MMT capacity of carbon capture and storage and 2 MMT of sustainable aviation fuels from currently negligible levels.

Have you read?

Advanced energy solutions: the innovators scaling up clean power, why accelerating the deployment of advanced energy solutions is not a technology readiness challenge, how advanced energy technologies can hasten the energy transition in the developing world, advancing goals.

India has set bold ambitions and demonstrated remarkable progress on energy transition investment. For example, it surpassed its 2030 goal of achieving 40% of installed capacity from renewable energy sources nine years in advance.

To replicate this success and complement it with “made in India” goals, the central and state governments in India have implemented numerous policies and regulations. These include mandates via renewable purchase obligations, energy storage obligations and various subsidies and incentives.

The government offers production-linked incentive schemes that have proved effective in attracting strong industry interest. Other incentives include viability gap funding schemes and tax credits. Additionally, to lower the cost premium of advanced solutions, the government has initiated waivers on transmission, wheeling and banking charges.

In 2023, various tendering authorities in India released 25 tenders linked to energy storage and a viability gap funding scheme for batteries to facilitate better price discoveries. In green hydrogen, two tenders were issued aimed at facilitating 0.45 MT of green hydrogen production and 1,500 MW of electrolyzer manufacturing.

These tenders are supported by production incentives under the Strategic Interventions for Green Hydrogen Transition programme, for which $2 billion has been allocated.

Made in India

Building strong industries and supply chains at home constitutes a central point of India’s strategy in advanced solutions.

Various central-level policies and regulations have been implemented over the last few years to promote domestic manufacturing of advanced energy technologies and components. The production-linked incentive scheme mentioned above is an example of such an intervention, which is a performance-linked incentive on incremental sales from products manufactured domestically.

Moreover, India is promoting domestic mining by identifying 30 critical minerals and auctioning 20 blocks in 2023, with plans for 20 more in 2024. The government also emphasizes innovative procurement, offtake agreements and research and development investment to bolster these sectors.

Overcoming barriers

Despite significant progress, scaling up advanced energy solutions at the intended level requires additional efforts.

In India, as globally, the primary challenge in deploying advanced solutions over the next decade does not lie so much in their fundamental technological feasibility. It is rather related to confidence in these solutions. The challenge can be broken down into low confidence related to the business case and demand certainty, public trust and confidence in technology.

Unclear business cases and uncertain demand hinder scaling up investments. These need to be increased rapidly to keep up with the need to achieve targets. This acceleration requires building viable business cases to bolster investor confidence, including addressing the cost premium of advanced energy solutions and developing innovative financing models for solutions.

Strategic partnering

Exponentially scaling the advanced energy solutions industries will require unprecedented levels of collaboration to build confidence in the business case and demand while taking a people-positive approach. Collaboration will be essential to driving scale, creating demand signals, unlocking investment, spreading risk and informing policymaking.

Given the constraints of limited resources and tightening timelines, India’s “growing with less” strategy emphasizes the importance of maximizing resource use through collaborations and partnerships. The government works very closely with the industry already and the country is forming strategic alliances with mineral-rich countries for long-term supply of key materials.

Advanced energy solutions community

While every region, country, industry and company will decide on its own approach, all stakeholders must cooperate with each other and the existing system. The World Economic Forum’s Advanced Energy Solutions community looks forward to supporting stakeholders in India and globally.

The Advanced Energy Solutions community aspires to accelerate, from decades to years, the deployment at industrial scale of advanced energy solutions such as clean fuels and hydrogen, advanced nuclear, storage and carbon removal.

The community engages industry leaders who drive frontier segments of the energy system to shape the advanced energy solutions industry vision and narrative, support partnerships among innovators, large energy companies, energy users and investors, and inform policymaking. The community helps increase public confidence in advanced energy solutions, technology readiness, demand, and business cases while enabling collaborations and informing policy.

Don't miss any update on this topic

Create a free account and access your personalized content collection with our latest publications and analyses.

License and Republishing

World Economic Forum articles may be republished in accordance with the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Public License, and in accordance with our Terms of Use.

The views expressed in this article are those of the author alone and not the World Economic Forum.

The Agenda .chakra .wef-n7bacu{margin-top:16px;margin-bottom:16px;line-height:1.388;font-weight:400;} Weekly

A weekly update of the most important issues driving the global agenda

.chakra .wef-1dtnjt5{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;-webkit-flex-wrap:wrap;-ms-flex-wrap:wrap;flex-wrap:wrap;} More on Energy Transition .chakra .wef-17xejub{-webkit-flex:1;-ms-flex:1;flex:1;justify-self:stretch;-webkit-align-self:stretch;-ms-flex-item-align:stretch;align-self:stretch;} .chakra .wef-nr1rr4{display:-webkit-inline-box;display:-webkit-inline-flex;display:-ms-inline-flexbox;display:inline-flex;white-space:normal;vertical-align:middle;text-transform:uppercase;font-size:0.75rem;border-radius:0.25rem;font-weight:700;-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;line-height:1.2;-webkit-letter-spacing:1.25px;-moz-letter-spacing:1.25px;-ms-letter-spacing:1.25px;letter-spacing:1.25px;background:none;padding:0px;color:#B3B3B3;-webkit-box-decoration-break:clone;box-decoration-break:clone;-webkit-box-decoration-break:clone;}@media screen and (min-width:37.5rem){.chakra .wef-nr1rr4{font-size:0.875rem;}}@media screen and (min-width:56.5rem){.chakra .wef-nr1rr4{font-size:1rem;}} See all

What is energy literacy and why is it important? Malaysia’s programme sees the potential

Olivia Zeydler

May 29, 2024

How solar thermal trapping paves way for sustainable metal smelting

Paige Bennett

May 27, 2024

'Every fraction of a degree matters': Why climate action needs a new narrative

How MENA’s biggest actors can help the region’s suppliers and SMEs to decarbonize

Akram Alami and Kelsey Goodman

What is needed for inclusive and sustainable global economic growth? Four leaders share their thoughts 

Liam Coleman

May 24, 2024

Translating Critical Raw Material Trade into Development Benefits