New Age Leaders
Caroline Akhras
Caroline Akhras, Associate Professor, Department of Management and Marketing, Faculty of Business Administration and Economics, Notre Dame University, Lebanon, Western Asia.
Manuscript received on 01 September 2019 | Revised Manuscript received on 10 September 2019 | Manuscript Published on 23 September 2019 | PP: 8-15 | Volume-8 Issue-5C, May 2019 | Retrieval Number: E10020585C19/19©BEIESP | DOI: 10.35940/ijeat.E1002.0585C19
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (

Abstract: Leading change in established educational organizations requires an exceptional type of leadership. Research studies claim that legions of change makers in schools, colleges, and universities acknowledged stress, anger, conflict, and frustration as they dealt with complacency and ignorance. Despite acknowledged obstacles, researchers note that some universities claim to be actively incorporating change into their workplace. This research paper explores incorporating change as an active investment in leadership capital. Sixty six participants drawn from different departments were randomly selected as a sample. The results found perceptions of bold leadership seemingly driving universities upward and onward. Moreover, the results posited that many leaders who were seen as part of a millennial leadership cadre were imbued with a new age moral compass bridging forces of change and bridging faculty to faculty and faculty to students, all in a higher educational context in the MENA. Given these positive results, additional research is recommended to better understand the context and learn how to sustain daring leadership.
Keywords: Planned Change, Interactive Leadership, Business Management, New Age Morality, Millennials, Educational Leadership.
Scope of the Article: Disaster Management