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The Fourth Industrial Revolution (4IR) is upon us, emerging at a rapid pace and providing digitalisation and technology systems that can improve the agility and efficiency of the South African petroleum industry. Owing to the dynamism of and unfamiliarity with 4IR ways of working, leaders are grappling with how changes brought upon by 4IR affect th...
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... the respondents were asked to rank each style in the model based on which they thought would be needed for their organisation when fully functioning in 4IR. The cumulative scores ( Figure 4) were plotted on the 4.0 leadership style matrix to illustrate the leadership styles required in a fully 4IR organisation, taking into consideration a simultaneous concern for people and for innovation and technology. ...
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Citations
... and coping abilities, and discipline knowledge are among the 4.0 skills (Chaka, 2020;Potokri, 2022). Leaders must embrace transformational, people-oriented, and charismatic leadership styles to thrive in 4.0 (Coopasamy and Botha, 2022). Moloi and Mhlanga (2021) identified the underlying elements driving 4.0 in education. ...
School leadership development (SLP) in the context of the Fourth Industrial Revolution (4.0) is a crucial aspect of preparing basic school leaders to navigate the challenges and opportunities presented by the rapid technological advancements and changes in the modern world. The 4.0 is characterized by the fusion of digital, physical, and biological technologies, which profoundly impact various aspects of society, including education. Thus, this study examined basic school leaders’ development needs in 4.0 in Nigeria and South Africa. A comparative research approach of survey design was adopted with the aid of a questionnaire. Descriptive statistics (mean score) and an independent t-test were used to analyze the collected data. Results indicated that basic school leaders in South Africa fared better than their counterparts from Nigeria regarding their 4.0 knowledge. However, no significant difference was found in 4.0 leadership skills. Leaders from both nations indicated the need for development programs in technological applications to enhance competency to perform their administrative tasks. In theory, the study addresses African schools’ 4.0 leadership needs. To lead education into the future, each nation must also understand the specific 4.0 leadership skills its school leaders will need. In light of the study’s findings, policymakers should consider what gaps need to be filled to equip their basic school leaders with Education 4.0 skills.
... Industry 4.0 will make it simpler for virtual leaders to advance digital manufacturing initiatives and generate revenue. The benefits include lower costs associated with the need to relocate people, lower real estate costs, improved teamwork due to various time zones, cheaper crossfunctional exchanges, improved customer service, and an expanding array of advantages [63,64]. ...
... The trait theory of leadership was developed in the early 1900s, with a slight difference from the postulations of the Great Man theory. One of the researchers of trait theory argues that irrespective of leaders being born or made, they are different from other people (Coopasamy, Botha, 2022). The Great Man Theory suggests that specific traits, qualities, or characteristics differentiate leaders from non-leaders (Kalish, Luria, 2021). ...
In today's complex global environment, exploring leadership has become paramount in academia and practice. Despite extensive research and discussion, lingering questions underscore a fragmented comprehension of its essence. This conceptual paper aims to address this gap by unravelling the intricate nature of leadership, providing clarity on its definition and various styles. Based on the tendency to oversimplify or misinterpret leadership, this paper meets the rising demand for a comprehensive analysis that acknowledges its multifaceted dimensions. By delineating the disparities between leadership and management, elucidating diverse theories, and scrutinising organisational leadership styles, this paper strives to offer a holistic understanding of leadership's pivotal role in organisational development and effectiveness.
... We humans are learning a lot about leadership evolution as we enter the human-machine partnership era introduced by the Fourth Industrial Revolution (4IR) [13]. In a quest to understand leadership in 4IR, research has been done on the transition from leaders concerning themselves with humans only to leaders being responsible for making humans work with intelligent machines. ...
"Go to the ant, ... consider its ways and be wise!" (Proverbs 6:6). We have progressed using biomimicry to inform our engineering designs and processes. Yet we have learnt very little in finding our inspiration from nature for leading in our complex world. In nature, those species that learn by observing, listening, making sense, internalising, thinking, and resting at the right time, survive and thrive in their environments - on plains, in mountains, in the bush, rivers, oceans, deserts, and the sky. Fight or flight takes place in both nature and business. Challenges are shared in coexistence, patience, perseverance, resilience, and adaptation. Leadership challenges that are emerging in the new world of human and machine coexistence will also be enriched by lessons from nature that inspire new behaviour, that are not conceived in business schools or legacy cultures, but that are flexible, effective, and work efficiently - as natural solutions have done for millennia. We discuss the makings of a conceptual thought model of leadership inspired by nature. It is a starting point to create an awareness of how nature-inspired leadership may be applied. Yet, when modelling anything on nature, one has to realise that all models are simplifications, which means that nature itself, as a complex system, is not fully understood. Our aim should not be to copy nature, but to extract principles from it.
