'Leadership' conjures up for many images of Military Officers issuing orders, commanding the troops, deploying resources and 'getting things done'. Unimpeded by doubt, challenge or debate, such idealized Super-Hero military models of leadership are reinforced in the media, on film and in popular fiction. They present however a romanticized portrayal of 'the Heroic Leader' which is somewhat different to the lived experiences of most executives in the workplace. Occupying a position of executive leadership does not presume unerring wisdom and judgment and omniscience; nor does it confer unrestricted decision-making authority. Executive behavior is 'bounded', and this paper considers how executives may respond when their freedom of action is constrained.

This paper examines the six essential aspects of every great team: (1) Clarifying a shared meaningful goal; (2) Establishing and reinforcing trust over and over; (3) Knowing your roles and responsibilities and executing them as well as you can; (4) Challenging the myths of teams; (5) Preserving the emotional safety of other people in each moment of each gathering; and (6) Caring about each member of the team. These six essentials are necessary for building and sustaining the type of teamwork that is required to succeed in today's highly competitive marketplace.

Competition as a driving force for technological innovation and productivity growth in countries, companies and other organizations has stimulated the rise of human desires and enabled higher levels of achievement. Nations compete with each other in the various sectors of economic activity, but they also cooperate with each other to achieve objectives of common interest. This work aims to address the coopetition strategies developed by nations in the different areas of cooperation they establish among themselves. The work is divided into three points: the first point takes a theoretical approach to coopetition between nations; the second point takes a theoretical-practical approach to coopetition between competing nations in the oil industry; and finally, the third point takes a theoretical-practical approach to co-optetition between nations in terms of intellectual property and economic development. I conclude that coopetition between nations will always be variable and will always depend on the common objectives of the nations and organizations in which they are inserted, the results of which will depend on the strategies outlined and the conduct that partner countries have together or individually to safeguard the partnership established between them.

Covid-19 has bowled a googly at people, practically disrupting all walks of life. In companies, HR teams have been at the forefront, rapidly supplying employees with the organization's response to the global pandemic. They also tried to preserve employee morale and high levels of productivity throughout the time of lockdown, while spinning out new expectations for doing work and giving ecosystem and mutual motivation. To be aligned with the modern means of operation, they must look ahead and make improvements to frameworks and systems. The development and implementation of these changes involve partnership and hard work with all the organization's stakeholders. Nevertheless, their duties are far from over, as the new standard of working pitches multiple questions that need answers. The author has attempted to present the HR challenges post-Covid-19 in this paper. This paper introduces to the topic, depicts the views of HR professionals, discusses the HR challenges post-Covid, and offers the conclusion.

Covid-19 lockdowns, local restrictions and resulting slowdowns and/or recessions have had many consequences. New ways of working, virtual operation and alternative business and organizational models have been more widely adopted and reviews of corporate purpose, policies and priorities have been undertaken. As a result of the pandemic and reimagining, reinvention, repurposing, revisioning, transition and transformation conversations, there may also be a need to discuss their consequences for the measurement of productivity and performance. There are differing national and sectoral impacts and various externalities, uncertainties and consequences of new and different ways of working and operating to consider. These can change over time. Assessments can reflect assumptions made. They should be comprehensive, balanced and allow time for new arrangements to settle. Responsible leaders should ensure that assessments of outputs, productivity and performance reflect externalities and address wider natural capital, environmental and social concerns and United Nations Sustainable Development Goals (SDGs).