Leadership in Business and Economics

A special issue of Economies (ISSN 2227-7099).

Deadline for manuscript submissions: closed (31 December 2020) | Viewed by 20392

Special Issue Editor

1. Centre for Energy Studies, Prague Business School, Prague, Werichova 1145/29, 152 00 Prague, Czech Republic
2. Cambridge Institute for Advanced Studies, Cambridge, UK
Interests: energy economics; labor economics; tourism economics; international migration
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

Our quickly globalizing and digitizing world induces profound changes on all spheres of human live – from social interactions, political micro-targeting, culture, art and creative industries to such important domains as business and economy. However, one would probably agree that for the future sustainable development of economics and business there is a strong demand for leaders and established leadership standards. The concept of leadership is becoming one of the crucial elements in achieving success, economic productivity, profitability as well as gaining recognition and respect among both customers and business partners. Nowadays, the concept of leadership is shifting from large multinational corporations and international companies to individuals or groups of individuals. The phenomena of start-up economy, gig economy and sharing economy coupled with the unprecedented spread social networks and information technologies in the 21st century mean that anyone can become a leader (even though remaining one for a substantial amount of time requires lots of efforts).

This Special Issue aims at scrutinizing the concept of leadership in business and economics from various angles including general economic theory, marketing, management, as well as behavioural economics, institutional economics, political economy, agricultural economics, international trade, labour economics, and banking and finance. It aims at attracting both theoretical papers on leadership in business and economies and disseminating interesting and relevant leadership case studies from all corners of the world.

Moreover, this Special Issue aspires to share the valuable insights on what it means to be a leader in business and economics, why the leaders and needed, and how to become one. The Special Issue might provide valuable references and results for the academics working on leadership, as well as for entrepreneurs and businessmen who want to learn more about leadership and make a good use of it in their daily routines.

Prof. Dr. Wadim Strielkowski
Guest Editor

Manuscript Submission Information

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Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Economies is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. Please refer to https://0-www-mdpi-com.brum.beds.ac.uk/journal/economies/apc for Article Processing Charge (APC). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Leadership
  • Sustainable development
  • Entrepreneurship
  • Information and communication technologies
  • Digitalization
  • Sharing economy
  • Business and economics

Published Papers (5 papers)

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Research

15 pages, 923 KiB  
Article
Digital Leadership in the Economies of the G20 Countries: A Secondary Research
by Afriyadi Cahyadi and Róbert Magda
Economies 2021, 9(1), 32; https://0-doi-org.brum.beds.ac.uk/10.3390/economies9010032 - 08 Mar 2021
Cited by 18 | Viewed by 6018
Abstract
Digitalization in leadership practice requires broader research. Today’s economic leaders must be in line with the global mindset in supporting a culture of innovation. The purpose of this study is to investigate the digital leadership capabilities of the G20 countries in terms of [...] Read more.
Digitalization in leadership practice requires broader research. Today’s economic leaders must be in line with the global mindset in supporting a culture of innovation. The purpose of this study is to investigate the digital leadership capabilities of the G20 countries in terms of digital readiness, innovation, and competitiveness 4.0 and to determine the relationship between these variables. The global digital readiness index 2019 (Cisco 2020) was utilized to obtain data on digital readiness (X), the global innovation index (Cornell University et al. 2019) was applied for the data collection on innovation (Y1), and the global competitiveness 4.0 index (WEF 2019) was used to obtain data on competitiveness 4.0 (Y2). All data were cross-sectional for the year 2019. Digital readiness consists of basic needs, human resources, ease of doing business, business and government investment, start-up environment, technology infrastructure, and technology adoption. The components of innovation are institutions, human capital and research, infrastructure, market sophistication, business sophistication, knowledge and technology outputs, and creative outputs. Competitiveness 4.0 is about institutions, infrastructure, ICT adoption, macroeconomic stability, health, skills, product market, labor market, financial system, market size, business dynamism, and innovation capability. We found that G20 countries had the digital leadership capability in digital readiness, innovation, and competitiveness 4.0. The G20 countries were leaders in global digitalization. Some of them were consistent in digital readiness and innovation. Some were consistent in digital readiness and competitiveness 4.0, and some others were consistent in their 4.0 innovation and competitiveness 4.0. Digital readiness, innovation, and competitiveness 4.0 positively related to each other. Full article
(This article belongs to the Special Issue Leadership in Business and Economics)
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19 pages, 741 KiB  
Article
Generation Y’s Perception of Servant Leadership and Job Satisfaction
by Hurriyet Bilge, Florina Oana Virlanuta, Deniz Zungun, Nicoleta Barbuta-Misu, Pinar Comuk and Emine Turkan Ayvaz Guven
Economies 2021, 9(1), 24; https://0-doi-org.brum.beds.ac.uk/10.3390/economies9010024 - 20 Feb 2021
Cited by 4 | Viewed by 4058
Abstract
Generation Y wants to know the reason for everything in their lives, they are curious and most importantly, their characteristic of questioning everything makes them stand out. At the same time, it is hard to influence their characteristic features such as their lack [...] Read more.
Generation Y wants to know the reason for everything in their lives, they are curious and most importantly, their characteristic of questioning everything makes them stand out. At the same time, it is hard to influence their characteristic features such as their lack of social skills, little respect for authority, and low level of commitment to their employers when Generation X management tactics are used. The purpose of this study is to better understand Generation Y, to examine their relations with servant leadership practices, and to determine what effects they have on businesses. The field study was made at an established organized industrial zone (OIZ) dating back to 1963. This OIZ is built on an area bigger than 10 million m2 and is divided into 5 subzones. It is currently home to 53,500 employees, has a gross foreign trade volume of $7,200,000,000 and is located in the western Aegean Region of Turkey. The data for the study was collected from 248 participants and scales tested for validity and reliability in Turkish. A model was developed using the data and then it was tested using the confirmatory factor analysis method. The study used Structural Equation Model (SEM) to define the causal relationships between latent variables with a model in the analysis of the data and test its compliance. The result of the analysis reveals that dimensions of accountability and forgiveness from servant leadership practices have a statistically significant effect on personal success, whereas empowerment, accountability, and personal success dimensions have statistically significant effects on job satisfaction. Modesty dimension does not have a significant effect on the personal success and job satisfaction and the dimensions of accountability and forgiveness do not have a significant effect on job satisfaction. In addition, empowerment dimension does not have a meaningful effect on personal success. There is need for more studies to support the accuracy of the result for modesty dimension, since it seems like there is no effect on personal success and job satisfaction. This is a pioneer study since it is an empirical one looking at the application of the servant leadership theory on Generation Y employees. Full article
(This article belongs to the Special Issue Leadership in Business and Economics)
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24 pages, 504 KiB  
Article
Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector
by Živilė Stankevičiūtė and Asta Savanevičienė
Economies 2021, 9(1), 15; https://0-doi-org.brum.beds.ac.uk/10.3390/economies9010015 - 03 Feb 2021
Cited by 5 | Viewed by 3320
Abstract
In the last decade, leaders’ behaviour in performance management has been gaining increasing attention, arguing that it is beneficial in terms of improved employee attitudes, behaviour, and performance in the public sector. However, empirical support for such claim is still scant. Given the [...] Read more.
In the last decade, leaders’ behaviour in performance management has been gaining increasing attention, arguing that it is beneficial in terms of improved employee attitudes, behaviour, and performance in the public sector. However, empirical support for such claim is still scant. Given the relevance of work engagement and organisational justice in the public sector and acknowledging a worldwide employee engagement crisis, the paper aims at revealing the linkage between leaders’ behaviour in performance management, organisational justice, and employee engagement in the public sector. In doing this, quantitative data were collected in a survey from employees working in the public sector in Lithuania (299 responses). The findings showed that goal setting and feedback had a significant and positive effect on employee engagement, supporting the theoretical notion that leaders’ behaviour in performance management was crucial in engaging people. As it was expected, goal setting and feedback had a positive effect on organisational justice; meanwhile, organisational justice significantly and positively predicted employee engagement. Turning to the mechanism by which leaders’ behaviour influences work engagement, it seems that organisational justice partly mediated the relationships between goal setting and employee engagement and fully mediated the relationships between feedback and work engagement. These findings affirm that public sector should strive for improving the leaders’ behaviour in performance management as it in turn might impact overall organisational performance. Full article
(This article belongs to the Special Issue Leadership in Business and Economics)
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15 pages, 1164 KiB  
Article
Leadership and Effective Institutional Economics Design in the Context of Education Reforms
by Wadim Strielkowski, Vyacheslav Volchik, Artyom Maskaev and Pavel Savko
Economies 2020, 8(2), 27; https://0-doi-org.brum.beds.ac.uk/10.3390/economies8020027 - 03 Apr 2020
Cited by 11 | Viewed by 5829
Abstract
Nowadays, the most typical reforms in higher education are conducted through the reorganization of universities either in the form of a merger, acquisition, or new status attainment. As a result, universities which educate local leaders for their respective national economies and have a [...] Read more.
Nowadays, the most typical reforms in higher education are conducted through the reorganization of universities either in the form of a merger, acquisition, or new status attainment. As a result, universities which educate local leaders for their respective national economies and have a profound impact on the regional economic development, as well as the composition of the labor market and intellectual potential, often encounter negative economic outcomes. The reforms that are imposed by the policymakers “from above” often hamper the development of universities and prevent them from fulfilling their roles described above. The process of reforming higher education in Russia is in many ways similar to the changes in the higher education systems of other European countries, in particular in post-Communist transition economies. Firstly, this process went through the integration into the global market of educational services. Secondly, it proceeded with the rethinking of the role of the university as a self-sustainable business organization. Thirdly, it was concluded by an increase in the demand and accessibility of education using the advancements offered by the digital technologies. Our paper argues that focused and well-balanced economic institutional design might be required for the sustainable development of reorganized leading universities. The project perspective implies that it is necessary to develop an institutional design in relation to what the organization seeks to achieve (either as its regulator or reformer) and how it intends to achieve these goals. In connection with the foregoing, we propose the following principles of designing effective institutions for the sustainable development of reorganized universities: (i) preservation of education as a “mixed” good (i.e., one that has the features of both public and private goods); (ii) transparency of decision making; (iii) complementarity of institutional change; and last but not least (iv) reduction in transaction costs. Full article
(This article belongs to the Special Issue Leadership in Business and Economics)
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15 pages, 2853 KiB  
Article
The Archipelago of Cultural and Creative Industries: A Case Study of the Basque Country
by Xabier Barandiaran-Irastorza, Simón Peña-Fernández and Alfonso Unceta-Satrústegui
Economies 2020, 8(1), 21; https://0-doi-org.brum.beds.ac.uk/10.3390/economies8010021 - 17 Mar 2020
Cited by 8 | Viewed by 4880
Abstract
The cultural and creative industries (e.g., digital/audiovisual content, publishing and print media, etc.) constitute an emerging business sector focused on aligning cultural and creative production with profitability and market criteria that encompasses a diverse range of entities, generates employment, boosts GDP (Gross Domestic [...] Read more.
The cultural and creative industries (e.g., digital/audiovisual content, publishing and print media, etc.) constitute an emerging business sector focused on aligning cultural and creative production with profitability and market criteria that encompasses a diverse range of entities, generates employment, boosts GDP (Gross Domestic Product) and drives innovation. This paper analyses the impact of the cultural and creative industries on the economy of the Basque Country and provides information concerning the number of companies present in this sector, their legal structures, annual turnovers, size in terms of the number of people they employ and relative ability to secure public funding for entrepreneurial support and creative projects. Our findings indicate that businesses of this nature in the Basque Country form an ecosystem similar to an archipelago in which companies with a strong entrepreneurial focus, high annual turnovers and a national and international clientele coexist alongside smaller, less profit-oriented organisations devoted to regional cultural development. Full article
(This article belongs to the Special Issue Leadership in Business and Economics)
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