Journal of Advanced Research in Leadership <p>The Journal of Advanced Research in Leadership (JARL) is an international, peer-reviewed, open-access journal dedicated to advancing our understanding of leadership as a phenomenon, how to study it, as well as its practical implications. Published material in the journal will include research-based and theoretical papers that explicitly address leadership on various social, cultural, and organizational contexts. JARL seeks to break paradigms and encourage creative approaches to conceptualizing, measuring, and assessing leadership. <br />The journal promotes interdisciplinary and interorganizational theory, fostering dialogue that transcends industry specific contexts and that explores leadership's role in improving organizational practices and human life. Articles submitted from contributors worldwide are peer-reviewed by an international committee of scholars and academia in the field.</p> Mokslines Leidybos Deimantas (Diamond Scientific Publication) en-US Journal of Advanced Research in Leadership 2783-5928 “Digital virtues”? Aristotelian Leadership in the Fourth Industrial Revolution <p>Aristotelian leadership in corporations and organizations and the virtues associated with it has been extensively studied. Today, due to the pandemic but mainly because of Information Communication Technologies (ICT) and the Fourth Industrial Revolution, there is an increase in online communication within corporate organizations (via emails, teleconferencing, etc.). In this new context, managers, CEOs and company leaders are developing digital behaviors. Online and electronic communication has largely replaced in person and a leader or e-leader should cultivate and use her virtues within a new digital environment. In this context, can we refer to emerging “digital virtues” or is the technological factor too “weak” to disturb the nature of these character traits? In order to address this question, this paper investigates four Aristotelian virtues that lie at the heart of an ethical corporate leader, i.e. “prudence/practical wisdom”, “fortitude” (courage), “temperance”, and “justice”. The findings will determine whether changing the means of communication affects the way in which a leader should develop these virtues.</p> Panagiotis Tzavaras Spyridon Stelios Copyright (c) 2022 Journal of Advanced Research in Leadership 2022-11-14 2022-11-14 1 2 1 8 10.33422/jarl.v1i2.148 Human Robot Interaction - key areas in teamwork. <p>Industry 4.0 is based on the implementation of smart technologies. Work teams consisting of humans and intelligent machines, such as robots, are becoming more common. Their cooperation is based on joint performance of tasks in order to achieve set goals. The aim of the article is to present the challenges associated with the functioning of new types of work teams in organizations: based on cooperation between people and intelligent machines (robots or artificial intelligence algorithms). The article discusses the impact of factors such as trust, mental models, human personality, and machine reliability on the functioning of human-robot teams. It is shown how these areas can affect the performance of HRI - Human Robot Interaction Teams. The literature analysis indicates that before valuable human-robot interaction can occur, humans must first build trust in the machines. And the reliability of robots, and the human sense of control over them, increases trust. In addition, human personality and the attributes presented by a robot are also important for cooperation. For example, robots perceived as extroverted and socially intelligent have a high level of acceptance from humans. </p> Magdalena Morze Copyright (c) 2022 Journal of Advanced Research in Leadership 2022-11-14 2022-11-14 1 2 9 17 10.33422/jarl.v1i2.158 Factors Contributing to Continuous Growth in Founder-led Non-Profit Startups <p>Over the years, there has been a well-documented decline in the success rate of founder-led nonprofit startups. However, is is still unclear how to help founder-led non-profit startups continue to grow. The primary reasons most startup founder-led nonprofit organizations cease to exist are the result of their merging with other organizations, the inadequacy of resources, and poor management. The objective of this study was to provide a clear road map for practices that founder-led nonprofit startups could adopt in order to ensure that their organizations operate successfully. In the light of the literatures, the result of this study also indicated that it is crucial to evolve employees in decision making process, recruit and retent of members and volunteers, create a strong brand identity, build good realtionship between the board and the managers, and develop and manage the employees’ accountabilities. Continuous efforts on these factors will influence the organisation's sustainable growth and generate personal considerations.</p> Jianting Zhu Copyright (c) 2022 Journal of Advanced Research in Leadership 2022-11-14 2022-11-14 1 2 18 27 10.33422/jarl.v1i2.250