Journal of Business & Economic Policy

ISSN 2375-0766 (Print), 2375-0774 (Online) DOI: 10.30845/jbep

The Myanmar Case Study: A Practitioner's Viewpoint of the Deconstruction and Reconstruction of Leadership in the Era of Digital Convergence and an Agenda for Future Enquiry
Dr. Teck Choon TEO,DBA; Prof. Dr. Kim Cheng Patrick, LOW, Ph.D

This paper features an in-depth look at how a leader can advance in the chosen career path by changing the leadership style, in response to changing business priorities, as influenced by uncertain economic times. We can see how leadership style calls for flexibility because of the complex nature of the problems that every leader continually confronts. It is assumed that the kind of leadership style employed in an organization has an impact on its overall performance. Qualitative case study design was employed. Purposive sampling was adopted to sample a total sample size of 22 respondents who are in leadership position from various fields of industries. The paper is organised into five sections. The first gives a brief introduction of the literature on leadership. The second explores the literature review of leaders at the core. The third investigates the critical success dynamics, specifically on leadership continuum and how that contributes to the development of a global leader. The fourth examines the role of leadership, specifically an adaptation worldview, in the development of a global leader from a practitioner’s view from Myanmar. The fifth considers the challenges in managing relationship and leverage global leadership development.

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