Issue 1 (December)

This article explores the evolution of teaching methodologies in response to the challenges posed by the COVID-19 pandemic, particularly focusing on the transition to online learning. It emphasizes the need for educational reforms that adapt to the changing landscape, integrating technology and adopting new teaching strategies. The author discusses their experiences and observations in educational entrepreneurship and teaching, highlighting the importance of pedagogies that cater to 21st-century learning needs. The paper advocates for a student-centered approach, utilizing technology for personalized learning paths, and addresses challenges such as digital inequality and mental health issues among students. The proposed reforms aim to enhance teaching effectiveness, student engagement, and overall well-being in the educational process.

This article delves into the ongoing debate of whether great leaders are born or made, exploring various theories and studies that have shaped our understanding of leadership over time. It contrasts the early trait theory, which suggested inherent qualities in leaders, with the behavioral theory, emphasizing learnable and adaptable leadership styles. The article references significant studies like the Ohio State Leadership Studies and the Michigan Leadership Studies, highlighting their contributions to the understanding of leadership behaviors. It concludes that leadership encompasses both inherent traits and skills that can be developed, suggesting that effective leadership is a blend of natural ability and learned behaviors.

This literature review critically analyzes the impact of age and age differences on leadership, discussing various perspectives and theories. It examines how older and younger leaders perform differently in their roles, touching upon aspects like cognitive abilities, risk aversion, and decision-making. The review also explores how age differences between leaders and subordinates affect leadership effectiveness, using theories such as self-categorization, career timetable, and social norm theory. It concludes that both older and younger individuals can be effective leaders, emphasizing the importance of considering the specific organizational context and the interaction between leader and employee ages.

The article critically examines the evolution of leadership models, focusing on the shift from traditional hierarchical structures to the concept of shared leadership. It explores the implications of shared leadership in organizational contexts, emphasizing the enhancement of employee involvement, innovation, and work-life balance. The author reflects on personal experiences in educational entrepreneurship and teaching, highlighting the importance of empowering middle leaders and fostering a collaborative environment. The article advocates for shared leadership as a response to complex market demands and the need for adaptable, emotionally intelligent leadership styles.

This article delves into various theories of leadership, with a particular emphasis on Fiedler's Contingency Theory. It discusses the dynamics of leadership in different contexts, highlighting how situational factors influence leadership effectiveness. Key concepts such as leader-member relations, task structure, and the leader's position power are examined. The article critiques Fiedler's model while also acknowledging its impact on understanding leadership complexities. It serves as a comprehensive guide for those interested in leadership dynamics, especially within organizational settings.