Organisational leadership applies to any type of organisation, including non-profits and educational institutions, and emphasises people-centric approaches, fostering a positive culture, and managing internal dynamics. such as transformational and servant leadership to achieve organisational goals. In contrast, corporate leadership is specific to business corporations and prioritises strategic decision-making, corporate governance, and financial performance, with a strong focus on external stakeholders such as investors and market regulators, such as transactional and strategic leadership.

I agree with Loo Yew Liang's comment. Corporate leadership is just a subset of organisational leadership.

Leaders have four drivers of their ego; power, recognition, prestige and reward.

Corporate leaders are more likely to have "reward" (financial reward) as a main driver compared to leaders in other types of organisation. They also tend to be "power" driven, but that is similar to leaders in most organisations.

What is important is that leaders in any organisation type understand their ego drivers and learn to manage them for the benefit of the organisation, its stakeholders (including the planet!) and the greater good.

For more detail read "Leading Beyond the Ego" published by Routledge - a 2nd updated edition will be published on 23rd July but can be pre-ordered now from Routledge or Amazon.

Good luck with your research!

Agreed with thoughts of Loo Yew Liang and John Knights .My intake is as under:

In the context of leadership and management theories, organizational leadership and corporate leadership differ primarily in their scope and focus:

1. Strategic Decision-Making:

- OL: Focuses on internal processes, team dynamics, and operational efficiencies within a specific organization.

- CL: Involves broader, high-level strategic decisions that affect the entire corporation, including mergers, acquisitions, and market positioning.

2. Stakeholder Engagement:

- OL: Primarily engages with employees, middle management, and internal stakeholders to drive organizational goals.

- CL: Engages with a wider ranIn the context of leadership and management theories,

3. Sustainability Initiatives:

- OL: Implements sustainability practices at the operational level, focusing on reducing waste, improving efficiency, and promoting corporate social responsibility within the organization.

-CL: Sets the overarching sustainability agenda, integrating environmental, social, and governance (ESG) criteria into the corporate strategy to align with global standards and stakeholder expectations.

References:

- Yukl, G. (2013). *Leadership in Organizations*. Pearson.

- Northouse, P. G. (2018). *Leadership: Theory and Practice*. Sage Publications.

- Kotter, J. P. (2012). *Leading Change*. Harvard Business Review Press.jn

The only thing I would like to add is that organisations other than Corporates can have, and should also have important external stakeholders. All organisations should include an element of "for the greater good" in their strategy and therefore need to respond to external stakeholders, be it the planet, students, recipients of charitable funds, the voters, patients, etc. All organisations should start with the "why"; "what is our purpose?" That immediately should tease out who the external stakeholders are.

Organizational leadership is concerned with managing and influencing a group inside an organization to achieve its objectives and internal processes. Corporate leadership is concerned with guiding the the entire organization toward long-term success, which includes strategic decision-making, and external stakeholder involvement, organizational leadership works within the framework established by corporate leadership, and this latter has larger duties,

I am reading you all gentlemen. I am grateful for your time, ideas, and references. It meant a lot.

Agree with all the great perspectives that’s been said.

Corporate Leadership (generally speaking) is more of a virtually integrated structure starting with the Board of Directors to enterprise leadership (I.e., C-Suite) and further down into functional roles.

If you look at it from the perspective of the BART model (Green & Molenkamp), it is about the organization clarity and understanding, alignment and acceptance of the definition as they do entail different responsibilities (implicit and explicit), and different expectations. Tension exists when expectations are not aligned, or there is a conflict between the expectations.

First, you have to define what an organisation is and what it comprises then a corporate. An organisation is defined as a group of people with a specific goal e.g. a government. A corporate is a large company authorized to act as a single entity and mainly for profit making. Then look at the leadership and management styles.