"his new volume explores the new paradigm that is Industry 4.0-the application of information-intensive technologies that integrate software, hardware, and biology (cyber-physical systems) for effective manufacturing and related industries, focusing specifically on leadership that can respond quickly and effectively to changing conditions. This volume applies these skills to leadership during the COVID-19 pandemic, skills that can be applied to many other changing conditions as well. This book effectively brings to the fore how the pandemic and Industry 4.0 are bringing agile leadership into focus. The book's main themes are theories of agile leadership and how technology and the COVID-19 pandemic have affected such theories; the role of virtual leadership in an age of working from home; case studies that provide valuable lessons for the agile leader; and the crucial role of human resources in providing agile leadership to an organization. The volume aggregates original theoretical, conceptual, and empirical research on challenges and opportunities in the context of Industry 4.0 and facilitates agility in management. The chapters investigate the new leadership styles and related frameworks for assessing a postmodern leadership style-agile leadership-in relation to the need for effective and work in 4.0 dynamic environment. This book encompasses various studies and frameworks in agile leadership in the context of Industry 4.0, dynamic leadership related issues, intent-based leadership, agile mindset, fostering collaboration, cross-functional team management, strategic implementations, strategies for diversity initiatives, workplace flexibility, knowledge management, and personalization in industry"--
This new volume explores the new paradigm that is Industry 4.0the application of information-intensive technologies that integrate software, hardware, and biology (cyber-physical systems) for effective manufacturing and related industries. This volume focuses specifically on leadership that can respond quickly and effectively to changing conditions in the Industry 4.0 environment. It looks at leadership skills needed during the COVID-19 pandemic, skills that can be applied to many other changing conditions as well.
The authors consider the role of virtual leadership in an age of working from home; present case studies that provide valuable lessons for the agile leader; and examine the crucial role of human resources in providing agile leadership to an organization. The volume aggregates original theoretical, conceptual, and empirical research on challenges and opportunities in the context on Industry 4.0.
Explores the application of information-intensive technologies that integrate software, hardware, and biology (cyber-physical systems) for effective manufacturing and related industries, focusing on leadership that responds effectively to changing conditions, especially as applied to the COVID-19 pandemic.
1. Role of the Internet in Connecting Agile Industries: Industry 4.0
Scenario
2. Dynamics of Technological Unemployment, Leadership, and
Entrepreneurship during the Industry 4.0 Revolution
3. Role of Big Data in
Agile Business Management: A Conceptual Framework
4. HR 4.0 in Industry 4.0:
Dynamics of Human Resource Management in Agile Organizations
5. Agile
Leadership in Managing Human Capital in Industry 4.0
6. Institutionalization
of Leadership Culture (ILC): A Key to Successful Industry 4.0 Transformation
7. Virtual Leadership: An Integral Phenomenon of Industry 4.0
8. Employee
Engagement Perspectives in Agile Organizations: Managing People in Industry
4.0
9. Leadership Style in Times of Crisis: Traditional Mentoring to Remote
Monitoring
10. The Power of Empathy: Rethinking Leadership Agility during
Transition
11. Leadership: The Crux of a Buoyant Organizational Structure
12.
Whats Brewing Up? Inventing a New Contemporary Leadership Model in the Era
of Fourth Industrial Revolution and Global Trade Wars
13. Role of Agile
Leadership in the Prevention of Sexual Harassment in the Workplace
14. Agile
Personality: Machiavellianism and Positive Self-Impression Management
Behavior via Interactive Role of Situational Mechanism
15. Amul-An Agile
Brand and Its Leadership: "Road to Self-Reliance"
16. HR Challenges in the
Post-COVID-19 World: Role of Agile Leadership towards Organizational
Effectiveness
17. Agile Entrepreneurship: Probing into Women Entrepreneurial
Innovation in Rural India
18. Linking Agile Methodology and Transformational
Leadership to Project Success through Interplay of Team Building
19. Job
Satisfaction among School Teachers: Probing into the Nature of Agility in
Government and Private Secondary School
Tanusree Chakraborty, PhD, is a faculty member at the Centre for Management Studies, Administrative Staff College of India, Hyderabad, working in organizational behavior/human resource management. She has been associated with several reputable business schools and universities in India and has many publications to her credit. She has presented research papers at conferences and is an empaneled corporate trainer, having conducted over 150 corporate training programs in the areas of behavioral science and HR and psychometrics.
Tahir Mumtaz Awan, PhD, is Head of China Study Centre, COMSATS University Islamabad, Pakistan. He is also a Senior Research Fellow at the China Brand Centre of the Academy of Entrepreneurship, Sun Yat-sen University, Guangzhou, China. He trains students in the SKOLKOVO Executive MBS program at the Moscow School of Management and at Shenzhen, China. He has delivered talks, training workshops, and keynotes about the China-Pakistan Economic Corridor, the Belt and Road Initiative, marketing in developing countries, big data, cryptocurrencies, etc.
Ashok Natarajan, PhD, was at the College of Business Administration, California State Polytechnic University, Pomona, CA, USA. He has over 15 years in the academic arena and was also a practicing manager, both in the USA and India. He has been a consultant on business valuation projects, and he has published research papers in the top accounting and finance journals. He also works in the areas of corporate governance and corporate social responsibility (and the role of accounting and finance in these two areas) and corporate strategy.
Muhammad Kamran, PhD, is an Assistant Professor at Wysza Szkoa Gospodarki Euroregionalnej im. Alcide De Gasperi, Jozefow, Poland. He has more than 15 years of teaching and administrative experience in academia at different Polish universities. He has participated in national and international conferences that include at Harvard University, USA.
