Another academic year beckons, and once again I am proud to present you with a selection of the high-quality research being produced within LUMS from researchers whose expertise ensures that our students continue to benefit from some of the sharpest minds across management education. We recognise our responsibility to help shape and produce the leaders of tomorrow; leaders the business world needs to have a positive impact on society. Questions about how to be an effective leader, how to get the best out of your team, how to ensure the best results, have been around for as long as leadership itself. In this issue, two of our academics, and one member of our respected and impressive Entrepreneurs in Residence network, present their insights on various aspects of the subject. David Knights – who was recently recognised for his expertise when he was elected as a Fellow of the British Academy – examines how we might move away from the toxicity of masculine leadership. Much like Prozac leadership, highlighted by David Collinson in a recent edition, this is a problem that has been brought to the forefront during the Covid-19 pandemic, though its roots are far older. Authentic leadership may sound like a much better option that neither of those two categories, but it is not so simple. Marian Iszatt-White’s research into the sphere demonstrates that being authentic is not always possible, nor advisable, whatever the hopes of those who pursue such a course. Perhaps the answer lies more in following our inner voice rather than the crowd. Our Entrepreneur in Residence, Sanjay Rishi, certainly believes there is much to gained from listening to our Inner Story, and letting that shape the way we lead and set an example for others. Beyond these examinations of methods and influences, we see the effects of leadership practices in pieces from Bingbing Ge, John Boylan and Wendy Beekes. Bingbing’s focus on the transfer of knowledge from one generation of leaders to another in family businesses shows how important proper management of the succession process can be to future success. John’s expertise on supply chains and how better decisions can be made to avoid shortfalls or an over-supply is particularly pertinent given recent news stories as a result of the pingdemic and Brexit. Wendy, meanwhile, turns to Japan and how corporate governance can influence transparency in publicly-listed companies – vital if investors are to make informed decisions on where there money goes. Beyond these articles, you will find other fascinating pieces on the problem of stranded assets as the world’s economy switches from fossil fuels to a more sustainable future; the effect of an artist’s death on the price of their works; the future of touch in an online world shaped by the pandemic; and what hybrid working may look like as lockdowns lift and companies look to adapt to the workpattern changes brought about by Covid. I know there will be further interesting research to come over the new academic year, which I look forward to presenting in future issues. In the meantime, I hope you enjoy the fruits of our recent labours. Professor Angus Laing is Dean of Lancaster University Management School and Chair of the Academic Advisory Board at Nurture Higher Education Group. a.w.laing@lancaster.ac.uk Foreword Welcome to another packed and insightful edition of Fifty Four Degrees. FIFTY FOUR DEGREES | 5 4 | SUBSCRIBE
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