Released this past November, the list is based on data collected from the Web of Science and highlights some of the world’s most influential scientific minds by naming the researchers whose publications over the previous decade have included a high number of Highly Cited Papers placing them among the top 1% most-cited.
\\n\\n
We wish to congratulate all of the researchers named and especially our authors on this amazing accomplishment! We are happy and proud to share in their success!
IntechOpen is proud to announce that 191 of our authors have made the Clarivate™ Highly Cited Researchers List for 2020, ranking them among the top 1% most-cited.
\n\n
Throughout the years, the list has named a total of 261 IntechOpen authors as Highly Cited. Of those researchers, 69 have been featured on the list multiple times.
\n\n\n\n
Released this past November, the list is based on data collected from the Web of Science and highlights some of the world’s most influential scientific minds by naming the researchers whose publications over the previous decade have included a high number of Highly Cited Papers placing them among the top 1% most-cited.
\n\n
We wish to congratulate all of the researchers named and especially our authors on this amazing accomplishment! We are happy and proud to share in their success!
Note: Edited in March 2021
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After obtaining a master’s degree in Telecommunication Engineering, Dr. Cocco completed his Ph.D. in Information Engineering. From 2019 to 2021, he was a Coordination Board member of MotorVehicle University of Emilia-Romagna (MUNER). 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1. Introduction
With recent increase in percutaneous cardiac intervention (PCI) the patients undergoing coronary artery bypass (CABG) are getting more complex with other medical problem. [1] In some patients standard surgical or percutaneous intervention is no longer available due to its complexity.
We define complex coronary artery disease (CAD) as condition not amenable to percutaneous coronary intervention and standard surgical intervention. Conditions for complex CAD include necessity of reoperative CABG, coronary endarterectomy, calcified aorta and transmyocardial laser revascularization (TMR).
We will discuss each topic with preoperative workup including history and physical, tests and images. Operative steps will be discussed as well as outcomes and evidence that support the treatment.
Complex CAD is a challenge for the cardiac surgeons and advanced technique and strategies are required to treat this difficult condition surgically. Reoperative CABG can be performed with proper preoperative assessment and surgical planning. Diffusely calcified CAD can be treated with coronary endarterectomy or TMR. In case of porcelain aorta, circulatory arrest, off-pump bypass or bilateral internal thoracic artery graft may be used.
A combination of these modalities is likely necessary for cardiac surgeons in the future to treat patients with complex CAD.
2. Reoperative CABG
Data suggests that fewer patients are undergoing reoperative CABG. [2] From 1990 through 1994, 7.2% of CABG was reoperations which decreased to 2.2% from 2005 through 2009. On the other hand, PCI before redo CABG increased from 14.5% (1990 through 1994) to 26.6% (2005 through 2009). The likely explanation for this is increased use of PCI for patients with previous CABG and more effective risk factor control. Also, use of internal thoracic artery (ITA) grafts to left anterior descending (LAD) coronary artery graft decreases the risk of reoperation and this had become standard graft choice for CABG. The patients who underwent reoperative CABG had more diabetes, dyslipidemia, hypertension, peripheral vascular disease and left main disease. In another words, we are seeing less reoperative CABG in a higher risk patients. Because ITA grafts rarely develop atherosclerosis, reoperation is primarily based on the patency of the saphenous venous grafts or other arterial grafts. Atherosclerosis occurs in majority of vein grafts explanted more than 10 years after surgery and this account for almost all the late graft stenosis. The friability of vein graft atherosclerosis is a substantial risk of distal coronary artery embolization during PCI and reoperation CABG.
Current recommendations for reoperation CABG include late stenotic vein grafts perfusing large area of myocardium mainly LAD or new distal CAD which is not perfused by the previous grafts. [3, 4, 5] Avoidance of graft injury during reentry is the key since perioperative myocardial infarction is the most significant predictor of mortality in patients undergoing reoperation. [6, 7]
2.1. Work up
Previous History Detailed specifics of the previous surgery must be obtained. Date of the surgery, operating surgeon, technical aspects of surgery including number of the grafts performed, which target was bypassed, presence of ITA grafts and what kind of grafts were harvested. Also presence of any complication during the last surgery can be obtained from medical record or directly from the patient. Information regarding aspirin, clopidogrel, warfarin and dabigatran is important that may dispose to intraoperative and postoperative bleeding.
Physical Examination Physical examination should include assessment of grafts such as Allen’s test for radial arterial graft and previous scars to show saphenous vein harvest. Presence of peripheral artery disease should be assessed in case axillary or femoral cannulation is used for establishment of cardiopulmonary bypass. Venous Doppler study can be used for presence of greater and lesser saphenous vein and arterial Doppler studies can be used to assess the patency of radial and inferior epigastric arteries.
Cardiac Catheterization Cardiac Catheterization is the golden standard test to identify the new CAD. This will show native vessel anatomy, location of the lesion, patency of the previous graft including the LITA and size of the conduit. Non patency generally suggests presence of graft occlusion¸ but one must realize there is a chance that this may be incomplete study.
CT Angiography Another test that is being used in evaluation of the conduit is Computed tomography (CT) angiography. [8, 9] They are useful because they are able to precisely define the course of the previously placed conduits especially the LITA grafts. The condition of the Aorta, stenosis in the subclavian artery can also be assessed. Information gained from these methods will help guide the surgeons where the previous conduit will be during sternal entry.
Other images Chest X-ray will provide the information regarding the sternal wires and aortic calcification and lateral view will provide proximity of the heart to the sternum. If the patient does not have a sternal wire after previous CABG, it may indicate patient had sternal wound dehiscence with flap closure. Echocardiogram will provide any wall motion abnormality as well as any valve abnormality which may change operative strategy. Nuclear stress tests such as thallium scanning and positron emission tomography and/or stress (exercise or dobutamine) echocardiogram can be used to assess the viability of the myocardium. If there is no viability, surgical revascularization may not be indicated.
2.2. Operation
The reoperation CABG is more complex surgery compared to primary CABG. Technical challenges include sternal reentry, identification of old grafts, presence of graft stenosis and lack of bypass conduits.
Cardiopulmonary bypass strategy Typically, due to risk of graft injury, axillary or femoral artery cannulation is performed prior to sternotomy. Venous cannulation is obtained using femoral vein cannulation. For high risk cases, such as LITA lying underneath the sternum, Aorta underneath the sternum or right ventricle severly adhered to the sternum, CPB may be established prior to sternotomy. This allows lung deflation which retracts the heart away from the sternum.
Operating Room Setup External defibrillators must be attached to the patient prior to incision in case patient develops nonsustained ventricular arrhythmia during entry and dissection. For specific cases, thoracotomy can be performed for left sided graft to enable safe and efficient approach to the targets. [10]
Sternal Reentry Sternal wires are cut and midline of the sternum is marked for sternal reentry. Oscillating saw is used to divide the anterior table of the sternum. The sternal wires are left in place to protect the saw from cutting through the posterior table and possibly injuring the heart. When the anterior table has been divided, ventilation is stopped. And assistant elevate each side of sternum and posterior table is then sharply divided. Sternal wires are removed as posterior table is divided.
Dissection Once the sternum is divided, dissection of the mediastinum is performed. Traction superiorly not laterally is important, since lateral traction can tear the right ventricle and other important structures. Typically, dissection is performed from inferior to superior direction to minimize the chance of injuring critical structures. Identification of the diaphragm and pericardial edge is a marker for correct plane. Right pericardial edge is dissected from pericardiophrenic angle to the superior vena cava/right atrium junction and aorta is identified. Innominate vein is identified and dissected to avoid stretch injury. Anticipation of proximal anastomosis and graft is the key using the preoperative images and operative report. If there is an injury to the graft, CPB should be initiated and further dissection can be carried out. CPB can also be initiated on high risk patients to empty the heart and allow it to fall away from the sternum. Downside of this technique is the need to dissect while on heparin which results in more bleeding.
Cardiopulmonary Bypass Once Aorta and right atrium is dissected, the heart can be arrested. Effective myocardial protection is essential in previously revascularized heart. Both antegrade and retrograde coronary perfusion are critical. Antegrade cardioplegia may not be effective for areas supplied by ITA, and may dislodge emboli from the atherosclerotic debris from the disease vein grafts. On the other hand, retrograde cardioplegia protects from embolization and removes debris from the retrograde flow. 11 Epiaortic ultrasound is performed to prior to aortic crossclamp to identify any aortic plaques. [12] Mild hypothermia is induced after patient is placed on CPB. When there is patent LITA, it is standard practice to dissect and clamp. However, if the dissection is difficult, moderate hypothermia with either fibrillatory arrest or systemic hyperkalemia can be used to arrest the heart. Manipulation of the graft should be avoided until the heart is arrested since this can dislodge the debris.
Revascularization If LITA or RITA was not used, this will be the first choice for conduit. When ITA is used to replace a vein graft, the old vein graft should be left in place and arterial vessel should be anastomosed to the same coronary vessel. [13] If the vein graft is ligated this may induce ischemia to the target vessel. If saphenous vein is used for conduit, distal anastomosis can be performed directedly to the native coronary artery or to the cuff of 0.5mm of old vein graft if no distal stenosis is present. Proximal anastomosis is performed in similar fashion; however, if there are minimal aorta that can be used for anastomosis, graft can be connected to the previous proximal graft.
If there is associated procedure such as aortic procedure or valve procedure, distal anastomosis is performed prior to valve procedure to avoid manipulation of the heart after the prosthesis is in place. When adding ITA graft to stenotic LAD vein graft, it is advised to leave the stenotic vein graft to avoid hypoperfusion, although there is a risk of distal embolization from the old vein and competitive flow to the new graft.
2.3. Outcomes
From Society of Thoracic Surgeon database, surgical coronary revascularization has evolved over the last decade, with reoperative CABG now uncommonly performed in contemporary practice. reoperative CABG dropped from 6.0% in 2000 to 3.4% in 2009. [14] Reoperative mortality is high in reoperative group, operative mortality declined from 6.1% in 2000 to 4.6% in 2009 despite the fact that patients now more frequently present with left main disease, myocardial infarction, and heart failure. In centers with large operative experience, reports have demonstrated consistently lower mortality. There is increasing evidence that the preemptive strategies discussed here may minimize technical and postoperative complication. [15] Patients also now present more frequently for urgent or emergent surgery and following previous PCI. They also now have a higher incidence of other comorbidities such as increased weight, diabetes, hypertension, hypercholesterolemia, renal failure, and cerebrovascular disease.
Despite operating in patients with more complex coronary artery disease and greater medical comorbidities, there have been significant improvements in operative morbidity and mortality in this challenging population. The primary reason for increased mortality appears to be related to perioperative myocardial infarction (MI), due to graft injury, graft failure, inadequate myocardial protection and postoperative graft failure. Other significant predictors of mortality after reoperative coronary revascularization include age, female gender and emergency operations. [16] Long-term outcome is successful after a high risk surgery. 10-year survival is reported to be 55-69% and negative predictors of long term survival is preoperative left ventricular dysfunction, increasing age and diabetes mellitus. [17]
3. Coronary endarterectomy
Coronary endarterectomy is performed when the target has severe atherosclerosis and is not a suitable target. This procedure removes the atherosclerotic plaques with the intima and allows the conduit be anastomosed to the target. Often, decision of coronary endarterectomy is made intraoperatively and conduit is anastomosed to the endarterectomized vessel. This requires precise technique and experience since inadequate procedure leads to occlusion of the native artery and the bypass conduit. Main perioperative challenge is maintainance of patency because removal of the endothelial surface of the coronary artery disposed to platelet aggregation and subsequent thrombus formation. Therefore, anticoagulation method including usage of postoperative heparin and clopidogrel is encouraged.
3.1. Operation
Right coronary artery (RCA) is the most common vessel which coronary endarterectomy is performed. LAD endarterectomy is a technically complex procedure when compared to RCA endarterectomy due to the location and configuration of the septal and diagonal branches. LAD atherosclerotic core is narrow and delicate which increases the risk of disruption under tension. Unidirectional traction on the plaque can cause shearing off the branches. It is quite common that an extended arteriotomy or multiple arteriotomies are performed to achieve adequate plaque extraction. In cases where an extended arteriotomy is performed, the proximal third is used as the site of LITA anastomosis while the distal aspect of the vessel is reconstructed with a vein patch. In cases where 2 or more distinct arteriotomies are created, the LITA may be used for both sites as a separate graft; however, it is common practice that the LITA be used for 1 arteriotomy site and vein graft(s) used for the remainder. [18]
Endarterectomy Endarterectomy for a diffusely diseased coronary artery is used when 1-mm probe is not passed. It is often necessary to create long arteriotomy. After the coronary arteriotomy, an endarterectomy spatula was used to identify the plane of dissection and then to mobilize the plaque proximally and distally. A 1-mm probe was advanced gently through the plane of dissection to break away resistant adhesions. A combination of gentle traction on the plaque and countertraction on the adventitia is useful to extract the plaque. When proper distal tapering of the specimen was not achieved, the arteriotomy was extended distally for complete extraction of the plaque. The proximal end of the endarterectomy should be distal to the most proximal lesion, to avoid competitive flow through the native coronary artery, to the level of the first diagonal branch at most. The atherosclerotic plaque varies from soft to extremely calcified and adherent. This characteristic dictates the length of the arteriotomy inasmuch as adherent plaques cannot be removed easily through a limited arteriotomy to at least the distal two thirds of the length of the target. If this was the case, the arteriotomy was extended to allow for complete extraction of the atherosclerotic core.
Cardioplegia Flush After complete extraction, retrograde cardioplegic solution was given to flush out any debris that may have embolized distally. A visible flow of retrograde cardioplegic solution through the diagonal and septal branches is indicative of successful endarterectomy.
Vein Patch The saphenous vein patch was applied to the endarterectomized vessel with a long arteriotomy and the LITA was then applied to either the middle of the vein patch or the proximal end of the arteriotomy or LITA onlay patch grafting was used for a relatively short arteriotomy after confirming that there was no tension on the graft.
Myocardial Protection Myocardial protection is achieved with combination of antegrade and retrograde blood cardioplegia. Retrograde cardioplegia is essential during endarterectomy as it allows for flushing of debris proximally, thereby minimizing the risk of myocardial infarction secondary to plaque emboli. Furthermore, retrograde cardioplegia serves a diagnostic purpose; brisk flow through the entire artery indicates complete plaque extraction.
Postoperative Drug Regimen Prevention of platelet aggregation and thrombus formation is crucial to prevent graft and native vessel occlusion. An aggressive protocol is generally required and includes intravenous heparin in the immediate postoperative phase as well as lifetime treatment with clopidogrel (with loading dose) and aspirin.
3.2. Outcome
The risk of endarterectomy patients are higher compared to CABG alone. In some reports, long term patency is inferior to CABG, but in experienced hands operative mortality of 3.0% and 5-year survival of 87% can be achieved. [19] The most significant complication is periooperative MI after endarterectomy. It is significant higher compared to CABG alone including MI occurrence which occurs in 5-10%. [20] Multiterritory endarterectomy is associated with worse long term survival (64% 5-year survival and 36% 10-year survival), but this could be due to higher risk patient population. [21]
LAD endarterectomy was intially reported with increased incidence of morbidity and mortality. [22\n\t\t\t\t\t23] With technical modifications including LITA grafting with saphenous vein patch and LITA onlay patch grafting, the outcomes in this high risk group has significantly improved. [24] Endarterectomy provides good results and mainstay of the treatments for patients with severe diffuse coronary artery disease not amenable to PCI and traditional surgical intervention.
4. Calcified aorta
The atherosclerotic involvement of the ascending aorta presents technical challenge in patients undergoing CABG. The degree of calcification ranges from isolated plaques to total calcification which is known as porcelain aorta. The danger of applying cross clamp is associated with markedly increased incidence of cerebral or systemic embolism. The avoidance of multiple aortic manipulations is the key and strategy must be designed based on this principle.
Atherosclerotic disease of the ascending aorta is becoming an increasing problem and is important to understand the prevalence of this disease entity. Mills and Everson reported 2.0% of unclampable aorta in their CABG population of 1735 patients. [25] Other reports have indicated its occurrence between 2-5% [26, 27]. Goto et al reported in their 463 patients undergoing CABG reported stroke rate of 10.5% in patients with severe atherosclerosis compared with 1.8% in normal or near-normal control patients. [28] The challenges in such situation are to make the accurate diagnosis and operative strategy.
4.1. Work up
Due to its potential to modify surgical strategy, preoperative or intraoperative diagnosis of unclampable aorta is the key. Accurate diagnosis of aortic atherosclerotic disease is of paramount importance. No diagnostic criteria have been established to date, and often unclampable aorta is diagnosed intraoperatively by manual palpation or epiaortic ultrasonography. Disease of the carotid artery and abdominal aorta, stenosis of LAD and age has been reported to be associated with unclampable aorta. [29] Given the predictors of atheromatous aortic disease are age, hypertension, diabetes, dyslipidemia, peripheral vasculopathy and diabetes [30], screening for calcified aorta is recommended in these patient groups.
Images- CXR, Cath, CT scan, TEE Chest X-ray and cardiac catheterization images may demonstrate the presence of atherosclerosis but is not always sensitive. Routine use of screening CT scan in this high risk group is useful to prevent incidence of stroke. [31] CT scan without contrast will delineate the white calcium in clear contrast to the non-calcified aorta which will appear dark. Intraoperatively, epiaortic ultrasound is superior to manual palpation of the ascending aorta and to Transthoracic echocardiography (TEE) for detection of atherosclerosis. [32]
Epiaortic Ultrasound Epiaortic ultrasound may reduce the frequency of neurological injury after surgery due to cerebral embolism by allowing for the identification and avoid atheroma at the site of cannulation and further manipulation. Introduction of epiaortic ultrasound was associated with reduction in prevalence of stroke from 1.2% to 0.7% in retrospective review of 8547 patients undergoing CABG surgery. [33] With this, epiaortic scanning now appears to be the gold standard in diagnosis of atherosclerosis in ascending aorta.
4.2. Operation
Management of this complex disease remains a major dilemma. Several techniques including aortic graft replacement, aortic endarterectomy, no touch technique and off-pump bypass has been described to cope with this difficult problem.
Techniques Using Hypothermic Circulatory Arrest Both Aortic graft replacement and endarterectomy are performed using period of hypothermic circulatory arrest.
Deep Hypothermia Deep hypothermia (18-20°C) should be attained on CPB. Following fibrillation of the heart, a left ventricular vent is placed.
Distal Anastomosis During the cooling phase of CPB, the distal anastomoses are performed in the following order: LAD, RCA/posterior descending artery, and marginal branches. Of note, when the heart is lifted during construction of distal anastomoses, bypass flow should be reduced to allow for decompression, thereby optimizing exposure and minimizing damage to the heart. Frequently, at least 1 proximal anastomosis is performed under a brief period of circulatory arrest.
Endarterectomy When calcification is localized, endarterectomy can be performed under circulatory arrest to created portion of aorta which is decalcified to place a crossclamp.
Ascending Aorta Replacement In extreme case, the ascending aorta should be replaced under deep hypothermic circulatory arrest. Proximal anastomosis is performed directly to the graft.
No touch Technique No touch technique described by Suma et al can be used [34]. In this instance, CPB is established between right atrium and aortic arch or femoral artery. Left ventricular vent is placed. Aortic cross clamping and cardioplegia delivery was avoided. Ventricular fibrillation was induced while target was occluded using elastic stitches. Pedicled artery graft is used for anastomosis. In case the saphenous vein is used, it is anastomosed to the artery graft or to the ascending aorta where calcification is spared.
Off-pump bypass Off-pump bypass can be used in case arch and femoral artery is calcified as well. In this case, all arterial revascularization is performed using in situ internal thoracic and radial artery. Y grafts are created to internal thoracic artery if radial artery is used.
4.3. Outcome
Aortic endarterectomy and aortic graft replacement provides opportunity to revascularize the coronary artery and eliminate danger of systemic emboli. It is reported to be performed safely, [35, 36] but these procedures do add complexity and risk due to the circulatory arrest.
No touch technique and off pump technique provides theoretical benefit to the procedure, but has not been able to provide definite superiority. Off pump technique offers inferior possibility of complete revascularization especially to the lateral branches of circumflex artery. On the other hand, no touch technique still requires insertion of the arterial cannula which can predispose to systemic and cerebral emboli. Gaudino et al compared these two techniques in 211 unclampable aorta cases and reported no touch technique had greater incidence of neurological complications, renal insufficiency, and stay in the intensive care unit and hospital. However, at midterm follow-up, more patients of the off pump group had ischemia recurrence. [37] Stroke rate was 2.3% and in-hospital mortality was 2.8% in this study.
5. Transmyocardial laser revascularization
Transmyocardial laser revascularization (TMR) is one of the first described surgical procedures intended to treat severe diffuse CAD not amenable to CABG or PTCA in patients who have had previous percutaneous coronary interventions and/or CABG procedures. This severe coronary artery disease can lead to incomplete revascularization following CABG and is powerful independent perioperative adverse events. Indications for TMR include NYHA class III/IV symptoms refractory to medical treatment with coronary disease that is not amenable to revascularization. [38, 39, 40]TMR is generally contraindicated in patients who are candidates for revascularization or those who are not candidates but have an ejection fraction below 20%.
By inducing angiogenesis with a laser (carbon dioxide, holminumyttrium– aluminum-garnett), TMR has been shown to decrease the severity of angina symptoms compared to medical therapy. [41, 42] As such, the primary indication for TMR is persistent and disabling angina refractory to medical therapy. Owing to its success as sole therapy, TMR is used in conjunction with CABG. The safety and efficacy of TMR in this subset of patients has been well described; operative mortality and morbidity may be significantly less than CABG alone. [43]
Since Food and Drug Administration (FDA) approval in 1998, over 20,000 TMR procedures have been performed in the United States. [44]
5.1. Operation
Left thoracotomy and Heart Exposure A left anterolateral thoracotomy is the incision of choice in patients undergoing TMR as the sole surgical procedure. The heart is exposed, allowing for the access to the anterior, apical, and posterolateral planes of the left ventricle. Careful attention must be paid to not injure the previous bypass grafts. LAD is identified and used as a landmark for the location of the septum. TMR is provided through a hand piece that delivers energy through hollow tubes to the epicardium.
Choose type of laser Type of Laser Only CO2 and Holmium-chromium: YAG lasers (Ho:YAG) are clinically approved for TMR. The result of any laser-tissue interaction is dependent on both laser and tissue variables. CO2 laser has wavelength of 10,600nm, whereas Ho:YAG laser has wavelength of 2,120nm. The laser is synchronized to occur on the R-wave of the electrocardiogram to avoid induction of arrhythmias.
Application of laser Pulse energy of 20-30 J over 4 pulses per second creates 1-mm channels in the myocardium that can be visualized with a transesophageal echocardiogram. Using the CO2 laser, channels are first created at the base of the heart and are separated from each other by 1 cm to the apex of the heart starting inferiorly and working superiorly to the anterior surface of the heart. As there is some bleeding from the channels, gravity will keep the field clean by starting inferiorly.
It should be noted that TMR does not provide any added benefit to areas of myocardium that are scarred and have no viability. TMR on the transmural scar will not only be non-beneficial, it will cause bleeding which may be problematic. Detection of transmural penetration is primarily by tactile and auditory feedback.
5.2. Outcome
Mortality following TMR ranges from 1% to 5%; however, this low rate of mortality is primarily generalized to patients who are electively taken to the operating room and are hemodynamically stable. When these patients are taken to the operating room emergently, mortality is reported to be 10-20%. One-year survival following TMR ranges from 79% to 96% and is not significantly different from patients who undergo medical therapy. The primary advantage of TMR over medical therapy and the principal indication for intervention is the reduction in symptomatology; studies have found that 25%-76% of patients will achieve a decrease of 2 or more angina classes following intervention, which is not the case of patients undergoing medical intervention. Review of the randomized controlled study suggests improvement in perfusion for CO2 TMR treated patients. [45\n\t\t\t\t\t46] Long term results suggest improved angina symptoms and decreased hospitalization in five years. [47]
However, the benefit of TMR is controversial. Cochrane review published it data after reviewing seven studies (1137 participants of which 559 randomized to TMR). Overall, 43.8 % of patients in the treatment group decreased two angina classes as compared with 14.8 % in the control group. Mortality at both 30 days (4.0 % in the TMR group and 3.5 % in the control group) and 1 year (12.2 % in the TMR group and 11.9 % in the control group) was similar in both groups. The 30-days mortality as treated was 6.8% in TMLR group and 0.8% in the control group, showing a statistically significant difference. Their conclusion was there is insufficient evidence to conclude that the clinical benefits of TMLR outweigh the potential risks and the procedure is associated with a significant early mortality. [48]
TMR is used in conjunction with CABG as well. One randomized controlled study have found that TMR combined with CABG may confer excellent perioperative and survival rates, including decreased opeartive mortality, inotropic support, and intensive care unit stay, while prolonging 1-year survival compared to those patients undergoing CABG alone. [49] Furthermore, patients who undergo both procedures appear to be less symptomatic at follow-up.
In conclusion application of TMR in selected group for the treatment with severe angina due to diffuse disease can be used achieves a more complete revascularization.
6. Conclusion
Complex CAD remains a challenge for cardiac surgeons; however, evolving techniques and strategies can be used to overcome this challenge. Although reoperative CABG is a high-risk procedure, proper preoperative assessment and surgical planning has yielded excellent results. Patients who are not candidates for CABG or percutaneous coronary interventions due to diffusely diseased vessels can be offered coronary endarterectomy. Calcified aorta encountered during surgery can be managed by aortic replacement, endarterectomy, using no touch technique or off-pump CABG. TMR may be indicated for patients who have exhausted non surgical options. The outcomes in this complex coronary artery surgery are improving and the results have validated the safety, effectiveness and health outcomes. However, it is crucial to make good patient selection as well as intraoperative decision. Cardiac surgeons must familiarize themselves to these procedures as coronary artery disease patients will be more complex in the future.
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Introduction",level:"1"},{id:"sec_2",title:"2. Reoperative CABG",level:"1"},{id:"sec_2_2",title:"2.1. Work up",level:"2"},{id:"sec_3_2",title:"2.2. Operation",level:"2"},{id:"sec_4_2",title:"2.3. Outcomes",level:"2"},{id:"sec_6",title:"3. Coronary endarterectomy",level:"1"},{id:"sec_6_2",title:"3.1. Operation",level:"2"},{id:"sec_7_2",title:"3.2. Outcome",level:"2"},{id:"sec_9",title:"4. Calcified aorta",level:"1"},{id:"sec_9_2",title:"4.1. Work up",level:"2"},{id:"sec_10_2",title:"4.2. Operation",level:"2"},{id:"sec_11_2",title:"4.3. Outcome",level:"2"},{id:"sec_13",title:"5. Transmyocardial laser revascularization",level:"1"},{id:"sec_13_2",title:"5.1. Operation",level:"2"},{id:"sec_14_2",title:"5.2. Outcome ",level:"2"},{id:"sec_16",title:"6. Conclusion",level:"1"}],chapterReferences:[{id:"B1",body:'ElBardissi AW, Aranki SF, Sheng S, O\'Brien SM, Greenberg CC, Gammie JS. 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N Engl J Med 1999;341:1021-1028.'},{id:"B46",body:'Burkhoff D, Schmidt S, Schulman SP, et al: Transmyocardiallaser revascularization compared with continuedmedical therapy for treatment of refractory angina pectoris: A prospective randomized trial. Lancet1999;354:885-890..'},{id:"B47",body:'Aaberge L, Rootwelt K, Blomhoff S, et al: Continuedsymptomatic improvement three to five years aftertransmyocardial revascularization with CO2 laser: A late clinical follow-up of the Norwegian randomized trialwith transmyocardial revascularization. J Am CollCardiol2002;39:1588-1593.'},{id:"B48",body:'Briones E, Lacalle JR, Marin I: Transmyocardial laser revascularization versus medical therapy for refractory angina. Cochrane Database Syst Rev. 2009 Jan 21;(1).'},{id:"B49",body:'Allen KB, Dowling R, DelRossi A, et al: Transmyocardialrevascularization combined with coronary arterybypass grafting: A multicenter, blinded, prospective, randomized, controlled trial. 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1. Introduction
The employees play an essential role in the delivery of quality tourism products or services, therefore, Africa needs capable institutions and transformative leadership at all levels to achieve the African Union (AU) Agenda 2063 aspirations. Tourism is among the priority areas in the Agenda 2063 (a blueprint to drive Africa’s development and transformation for the next 50 years) that have immediate potential for growth and job creation in Africa [1]. The tourism sector is identified as one of the diversified economy for expanded strength to outside financial stuns whilst being the sector that would see intra-African trade escalating [1]. Moreover, the United Nations World Tourism Organisation (UNWTO) estimate that by 2030, there will be 1.8 million international tourist arrivals - which means an average of 5 million people crossing international borders (consuming tourism products and services) every single day [2, 3]. This indicates the resilience of the tourism sector, whilst challenging the leaders in the travel and tourism industry to be more effective and efficient. Being the industry with low barriers to entry, tourism sector provide job opportunities to the well qualified and low skilled people at a domestic and international level. A number of global trends and risks ranging from wider fiscal deficits, unorthodox monetary policies, and slow economic growth after COVID-19 lockdown, political risks, global supply chains, security risks, and inflation easily influence the tourism scene. Therefore, effective leadership is necessary globally for the tourism sector to thrive due to global competitive environment and other unpredictable complexities challenging various organisations. It is paramount to achieve the continental aspiration set in the Agenda 2063.
We live in the world where travellers demand greater value for products and services, hence, Destination Marketing Organisations (DMO) work tirelessly to promote and market high quality tourism products and services. Leadership is crucial in achieving positive outcomes; therefore, the cultivation of leaders with exceptional character and skills is important to Africa’s tourism landscape. This chapter presents the state of leadership in the African context, draws lessons for the tourism sector in Africa from early approaches of leadership and African concepts ranging from Ubuntu, Culturally embedded values, Communalism, Common good and Paternalism.
2. Why leadership in Africa?
There is enough coverage of development and application of leadership perspectives in western organisations; information is limited on tourism leadership in Africa. “Leadership in the African continent remains questionable and controversial; the nature of effective leadership has been the subject of great debate. Masango asserts, “African leaders who used traditional method of leadership were viewed by some westerners as barbaric” [4]. Dieke [5, 6, 7] states that the problems in Africa’s tourism are “closely related to structural imbalances in their overall development pattern, and there are no clear strategies for development in general due to tourism not being integrated with other economic sectors”. Okupe, Ward and Ogechi concur that lack of political is an impediment to tourism development in Africa. Furthermore, “lack of implementable tourism master plans contributes to the under-development of the African tourism industry” [8, 9, 10, 11].
A study conducted by Zhang, Khan, Kumar, Golpîra, and Sharif on tourism, logistical operations and environmental degradation warns that the carbon emissions and fossil fuel emissions associated with logistics development may pollute environmental sustainability in the end and create negative effects on inbound tourism [12]. Hence, there is a need for responsible and effective leaders. Therefore, contributing to the academic gaze, the prominent African leadership concepts for the tourism sector in Africa is critical. Several studies have contributed to leadership and management in Africa [13, 14, 15, 16]. Among them is a study by Nicolaides on management and leadership in the hotel industry in South Africa, where he indicate the adoption of paternalistic approach by managers due to their vital role as business leaders [16].
There is still limited information on travel and tourism management that consider African leadership concepts. Okupe identify leadership as one of the key gaps in the operation and management of tourism in Africa [10]. The online poll results on tourism leadership conducted by the Southern and East African Tourism Update revealed that 58% of the participants thought that South Africa’s collective tourism leadership was severely lacking in May 2020 when it comes to recovery post-COVID-19 [17]. Whilst 28% indicated that during the time, there were plenty of discussion but no action and only 14% believed that leaders were doing their best in trying times [17]. With myriad of factors covered in the literature, the development and application of leadership concepts embracing cultural values among African organisations that incorporate “African Leadership” in their practice, still needs attention. The difference in the underlying principles of management in Africa and the West remain evident. According to Nkomo, African states are described as ‘irremediably corrupt’; ‘hopeless’; ‘criminal’; ungovernable’ or generally in ‘chaos’ [8]. Although the challenges facing the travel and tourism industry in the continent are vast, this chapter embraces the Ubuntu, Culturally embedded values, Communalism, Common good and Paternalism to draw leadership lessons. Dieke [5] states that is it essential for the tourism sector to attract the quality staff to meet the increasingly globalised service standards. A background on the state of the tourism industry in the African continent is of importance.
3. The state of travel and tourism in the African continent
Africa remains a continent with authentic and diverse cultures. There are several top-quality natural and man-made attractions, high standards of accommodation and infrastructure and a good transportation network with the potential to attract millions tourists annually [5]. Although Africa has been one of the world’s fastest growing tourism regions, tourism still lags behind when comparing it to the rest of the world. The World Travel and Tourism Council (WTTC) Competitiveness 2019 report by the World Economic Forum (WEF) indicates that the Sub-Saharan Africa’s travel and tourism market is very small. In 2018, the travel and tourism industry’s gross domestic product (GDP) of African countries totalled approximately $42.1 billion, with 37.4 million tourist arrivals in 2017, about 1.6% and 3.0% of the global total, respectively [18, 19].
Furthermore, the COVID-19 widespread disturbance brought universal travel to a sudden stop and altogether influenced the tourism industry. Worldwide and household tourism esteem chains were disturbed. COVID-19 widened the gap in the total number of tourist’s receipts when comparing with the rest of the world. According to the United Nations Conference on Trade and Development [3], worldwide compression in tourism entries may have obliterating financial results as a few creating nations are profoundly subordinate on tourism. One may ask a question of whether COVID-19 responses by leaders from different tourism organisation could be a good start to determine the African leadership styles and behaviours. It is during challenging times where effective leadership could be explored in this dynamic and a competitive industry.
Prior COVID-19, there were 1407 million international tourist arrivals in 2018, a 6% increase on the previous 4 years; tourism receipts amounted to $1480 billion, an increase by 4.4% higher than global GDP growth as in the previous 8 years [20]. Opportunities for tourism development remain vast, yet limited due to various challenges facing the leaders in the continent; therefore, understanding the travel and tourism sector trends and issues in Africa is paramount to achieve the aspirations on the sector as indicated in the Agenda 2063, as well as to provide practical leadership solutions. This chapter is by no means proposing solutions to the myriad challenges facing the tourism sector in Africa, but merely intends to draw leadership lessons from African concepts.
Table 1 presents the summary of the selected challenges in the travel and tourism industry in Africa.
Challenges
Explanation
Source
Globalisation
Economic globalisation/trade openness in promoting environmental quality in the long run. Effectively sharing vital reliable travel information, for example, essential signage’s that can guide travellers in the proper manner to translation of services offered. This may be linked to infrastructure development.
Conflicts, terrorism, and general instability. These acts have changed the way business is done on a global basis, creating problems with global supply chains, delays in travel, and interruptions in communications. Geopolitical insecurity, visa regimes, cross-border travel and terrorism
In many locations in Africa, infrastructure is outdated and underdeveloped. Institutional or structural fragmentation, weak relationships between the various institutions and players, duplication of effort, and gaps. From the supply side, air transport and transport infrastructure remain the biggest challenge for travel and tourism development in Africa.
Creation and enforcement of uniform standards and protocols to connect with the travellers (domestic and international) and tourism stakeholders is limited. For example, tourism is one of the most taxed sectors from the taxes paid on airline tickets, hotel rooms, attractions, local transportation, souvenirs etc. Social and political structures evolve leading to inconsistencies in policy application. Lack of international openness requires policy attention at the regional level. Environmental degradation
Lack of access to finance and non-financial support. Limited coordination, unsustainable value chain linkages in rural and urban areas. New patterns of economic production and consumption
Practical relationship (beneficial, trust) between tourism-related businesses to strategically position themselves in the web of relationships. Inequality, unemployment and poverty
Inability to cater for today’s travel aspirations due to limited access to the market. Inability for unique product development, quality standards and community experiences through arts, culture and crafts. Tourism is identified as an overlapping economic sector as a result, there are duplication of efforts and general gaps
Top challenges confronting leaders in the travel and tourism industry in Africa.
Globally, the tourism industry is dynamic, and it is viewed as a major force in the construction and development efforts of governments in developing countries. For example, the study conducted by [12] on tourism logistical operations and environmental degradation in Thailand pleads with “governmental authorities to enforce green practices in logistical and transport-related operations, and need to increase tourist safety and security, to attract foreign tourists respectively”. The industry needs leaders and managers with a sense of current and future developments and the ability to work with various stakeholders. “A changing world demands a new leadership style emphasising societal impact and commitment to the common good” [36]. Furthermore, African leadership has become valuable in the 21st century. In today’s world, effective leadership is significant for the travel and tourism sectors to thrive; the industry underpins much of the global economic activity. The United Travel predicts that 8 million new jobs will be created in Africa because there was jobs rise in the total number of travel and tourism from 22.8 million in 2017 to 30.8 million in 2028 [3, 5]. The previous statistics provide hope for the sector. A glimpse of the general leadership approaches is significant to better explore leadership theories.
4. Lessons from the early approaches of leadership concepts
There are many schools of thought and approaches to leadership; therefore, reviewing theories of leadership is essential. Early approaches to the study of leadership adopted universal or a generic perspective. Mullins produced the framework for the study of managerial leadership as indicated in Figure 1 [37]. The primary composed approach to examining leadership dissects individual, mental, and physical characteristics of solid pioneers. For the last four thousand years, each generation has written about the art and science of leadership [38]. “Most leadership theories have been developed in capitalist western countries up to now and do not take into account the view and learnings from countries that have been in deep crises for many years” [13, 32]. Early approaches to leadership in the African tourism industry are captured by Gyr who revealed the early forms of travel and types of journey occurring in Africa. In his article, the “History of Tourism: Structures on the Path to Modernity” reveals that a well-travelled writer with an interest in both history and ethnology visited Egypt, North Africa, the Black Sea, Mesopotamia and Italy. This is one of documented early forms of travel and types of journeys occurring in Africa. Leading often means having the ability to effectively direct and guide a team to achieve, and sometimes exceed, objectives set, which contributes to the company’s overall results.
Figure 1.
Framework for study of managerial leadership. Source: Mullins (2018).
There are common themes about the nature of leadership and leaders captured in every continent in the context of politics, the military, philosophy and businesses. Research literature on tourism reveals that leadership has not received the necessary attention in both tourist destinations and networked environments in general [39]. The work by [28] covers tourism and environmental degradation in China, while Zhang, Khan, Kumar, Golpîra, and Sharif covered logistical operations and environmental degradation from Thailand perspective [12]. Although tourism businesses in Africa are not isolated from developed and developing communities, there is interdependence of the different sectors, individuals and groups involved in tourism [4]. Hence, there is a school of thought on various contingency or situational leadership, where the behaviour of the leader is explored by looking at the situation at hand or the context. For example, the environment in which the tourism sector operates is increasingly complex and competitive, leaving organisations to structure themselves in order to get quick, flexible and innovative responses. There has been a rise within the number of tourism organisations experiencing changes due to increasing tough financial climates, competitive advertising conditions and continuous technological changes over the final few decades. This ever-changing global landscape has led to a number of challenges as well as opportunities that organisations, its leaders and employees can embrace. Numerous tourism organisations that have had to re-assess their working models. The tourism sector continues to develop whilst the tourists’ preferences are changing as the tourism consumers are more mindful of the significance of their free time and are more specific in their choice. Pechlaner, Kozak, Volgger & Volgger [13, 39] refer to the contingency theory by Fiedler, the leader-member exchange (LMX) theory by Graen and Uhl-Bien and transactional/transformational theory by Bass, Avolio [40] and Spencer et al. as successful theories in describing and explaining effective leadership in firms and other organisations. Consequently, leading and managing in the tourism sector is of great importance, particularly in the 21st century. Therefore, creative thinking enables leaders to contribute novel insights that can open up new opportunities or design mutually beneficial effective work groups.
In the 16th century, the focus of organisations was on management and improving productivity (refer to Figure 1). According to Iszatt-White, et al., in the 1880s and 1890s the core ideas of ‘scientific management’ were developed by Frederick Winslow Taylor and first published in 1903; they were later expanded to the principles of scientific management [41]. Among Tylor’s co-workers was Henry Laurence Gantt who left legacies to production management by coming up with the ‘task and bonus’ system that is linked to the bonus paid to managers to how well they taught their employees to improve performance [41]. Among Gantt’s contribution is a Gantt chart commonly used in project management (which is also used in the travel, tourism and hospitality sectors) [42]; it is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. Research into travel, tourism and hospitality has an established tradition of investigating leadership issues (although not always appearing under the label of “leadership”) [39]. In this chapter, Gantt’s contribution is highlighted because of its use on tracking project schedules (an essential component in effective leadership in the tourism sector). Gantt chart shows additional information about the various tasks or phases of the project; for example, how the tasks relate to each other, how far each task has progressed, what resources are being used for each task and so on.
We live in the world where dynamism of the markets and the current business scenarios require companies to have effective leaders that will be able to manage several projects simultaneously. Projects in the tourism industry are not new, the projects in a corporate context take about 50% of the organisational budget; hence, the nature of leadership and the characteristics of great leaders are debated intensely.
In the 20th century, the trait theories were developed where attributes or characteristics of ‘great men’ were examined. These theories presumed that leaders are born and that successful leaders have similar traits. The trait theory is concerned with the characteristics or traits that a person brings to the field in which leadership is worked out. Authors cite leadership traits to include, intelligence, assertiveness, good vocabulary, attractiveness, self-confidence and other attributes [22, 43]. Behavioural theories sought to measure the observable characteristics that leaders demonstrate, while theorists researched leadership as a set of behaviours. Pioneering studies are those from the University of Ohio State in the 1950’s that identified two behavioural dimensions, consideration and initiating structure; and from the University of Michigan which found two categories of leadership behaviour (employee orientation and production orientation). Another Behavioural approach to leadership is the Managerial Grid from early leadership studies developed in the early 1960s by management theorists Robert Blake and Jane Mouton as the basis for developing a two-dimensional grid for appraising leadership styles. It used the two behavioural dimensions “concern for people” and “concern for production” and evaluated a leader’s use of these behaviours, ranking them on a scale from 1 (low) to 9 (high).
The 21st century present new approaches or leadership paradigms that “share a number of common themes relating to the emotional or symbolic aspects of leadership” [41]. The 21st century refers to an era where characteristics of the new competitive landscape are driven by the continuing technological revolution and the increasing globalisation of business and economic activity [26]. In this era, leadership is often of a transactional nature in complex, competitive, tough financial climates and continuous technological changes. Andersen states that the managers and leaders have the responsibility to carry out risk analysis to reveal threats to ensure successful strategic execution [44]. The tourism industry is interlinked and prone to rapid developmental trends. Therefore, looking at the leadership approaches in Figure 1, one may argue that there are many skills required from the travel and tourism managers or leaders.
The characteristics of a leader range from personal management and the ability to motivate a team [45]. Leaders are famous for being proactive and positive, they communicate well and are good listeners, and they have integrity. They are approachable and are role models. They tend to focus on strengths and have respect and trust for the employees (which is part of servant leadership; it is an effective leadership approach that enhances work engagement). They observe the ‘golden rule’ and are sensitive to others. These characteristic are essential for a travel and tourism leader as they apply structured methods to allocate resources effectively. In other words, travel and tourism leaders are expected to be proactive (lead by an example in case there is a need for problem prevention), reactive (constant presents of there is a problem) and inactive at some point (trusting the group of stakeholders or a team will achieve common goal). Since there are numerous definitions of leadership, perhaps capturing few definitions is prudent.
5. Leadership definition
Leadership has been extensively studies for centuries. The concept is famous for being defined from individuals’ perspectives and the aspects that interests them most. Emanating from a historical and impactful leadership definition by Stodgill, “leadership is the initiation and maintenance of structure in expectation and interaction” [14]. The study by Masango on leadership in the African context reveals that, “leadership is a group phenomenon’, meaning that, there “are no leaders without followers” [14]. In other words, a definition of leadership in the African context must consider the collective aspect. He further stated that “leaders use influence to guide groups of people through a certain course of actions or towards the achievement of certain goals”, leadership is therefore, goal directed, and plays a significant part in the life of a group, tribe or community” [14].
With the changes in the societies, markets, customers, competition, and technology around the globe, organisations are forced to clarify their values, develop new strategies, and learn new ways of operating; hence, the definition of leadership has evolved to suite a certain context. Meyer and Boninelli concur that leadership has no sequential beginning or end, it is rather critical to understand perspectives on what leadership is about, and the implications for organisations in the modern economy [38]. One may then argue that leadership is a choice and being a good leader is a skill that anyone can learn. Some believe that leadership is inherent in certain individuals; hence, it is referred to as an essential in achieving the vision of the organisation. Others believe that leaders rise from the masses when the situation demands it. According to Amanchukwu, Stanley and Ololube, good leadership is developed through a never-ending self-study, education, training, and the accumulation of relevant experience [13].
Leadership should be visionary, motivating, and stimulating for the team members; hence, the transformational leadership style is advocated for tourism leaders [40]. Thomas distinguishes leadership from management by identifying five nuances not found in management such as giving direction, providing inspiration, building teams, setting an example and being accepted as a leader [46]. Leadership is viewed as a process (focusing on what leaders actually do) and as a property (the set characteristics attributed to individuals perceived to be leaders) [47]. Therefore, looking at the travel and tourism organisations, cooperation as the base in the organisations and their environment is critical. This permeates through the consistent travel and tourism management practices, processes, procedures, tools and techniques (value chain). Leadership is an effective tool to be used by the travel and tourism managers to influence outcome, otherwise, lack of leadership skills could be directly associated with failure which my negatively affect the contribution of tourism in the country and the rest of the continent. Perhaps, distinguishing the differences between leadership and management in projects is paramount.
6. Difference between tourism leadership and tourism management
Linking the association between leadership characteristics and successful managers offers invaluable information. Henceforth, differentiating between the roles of a manager or a leader in context of tourism leadership and management is difficult. Welch differentiated between the manager (someone who works to carry out the aims of the organisation) and the leader (serves to create new aims, tweak old ones, or initiate new courses of action) [48]. Drawn from [49] work, the difference between tourism leadership and tourism management in this chapter is summarised as follows;
Tourism management “refers to the oversight of all activities (related to the travel, tourism and hospitality industries) of planning and organizing through decision-making process which enhance effectiveness and efficiency of the tourism industry”.
Tourism Leadership is a “process of leading others for achievement of objectives; the concept encompasses motivating and guiding people to realize their potential and achieve tougher and challenging organizational goals in travel, tourism and hospitality industry”.
Leaders and managers are there to serve the organisational need [9]. Normally they require a multi-functional inclusion. Understanding the internal and external perspective of management as a manager and as a leader has a significant effect to the success in the organisation. An internal perspective of management is within the organisation is where by scarce resources are used more effectively while improving the existing procedures and methods to ensure efficient product or a service. An external perspective focuses on developing and improving quality of life. Therefore, tourism manager or a leader needs to have knowledge of both the internal and external perspective to deal with a number of global trends and risks (wider fiscal deficits, unorthodox monetary policies, slow economic growth after COVID-19 lockdown, political risks, global supply chains and security risks and inflation) among others. The performance of a tourism manager and the effectiveness of a leader are both measured in terms of the performance of the team. Therefore, managerial and emotional competencies (as factors of leadership) have important causative effects in determining the success of a tourism organisation; although it is important to note that success can be negatively affected if the wrong leadership style is chosen and/or if the tourism manager or a leader is inexperienced (Novo, Landis and Haley, 2017). Although management and organisational aspects have been explored, it is critical to highlight that the focus of this chapter remains with exploring effective leadership in the 21st century. The following section will focus on the dynamic tourists’ preferences in the 21st century, with an intention to highlight the need for effective leadership.
7. Why effective leadership in the 21st century?
Effective leadership is one of the main and primary drivers for growth, development and innovation. Effective leadership is meaningful, impactful and profound. Effective leadership is one of the main and primary drivers for growth, development and innovation in the 21st century. According to [26] effective strategic leaders have to operate under conditions of uncertainty; they must view a volatile environment as presenting opportunities and employ an entrepreneurial mindset that allows them to identify and exploit those opportunities in contexts with significant ambiguity.
Effective leaders are able to keep their teams engaged. Kumar concur that effective leaders influence the entire organisation and people outside the organisation [50]. Their influence extends beyond the boundaries of the organisation as they continually identifying and interrogating the ethical issues [38]. They adapt and modify their leadership styles in order to maintain employee engagement, even if there are four generations in the workplace. It is critical to engage stakeholders, whilst minimising risk to adopt and maximise benefits through a focus on the organisational, cultural and people aspects of business transformations. Effective leaders must also understand the modern tourist concept. Vail, Moreland and Wilson warns against the high-quality tourist services that require skilled and motivated employees and that quality service, in turn, is the key to both higher profitability and good jobs [33].
Why the focus on a ‘modern tourist’? Modern tourists exhibit a growing concern about the impact of their acts; the manner in which they choose to consume the tourism products and services has significantly changed. Tourists make choices based on different factors, from personal factors such as personality or aspirations, together with household factors like lifestyle or decision-making style; these affect their decisions [51]. A new type of consumer (in this case ‘modern tourist’) was born as a result of the technological evolutions of the late 20th century as well as a consequence of globalisation, hence today’s tourists are increasingly connected [51]. This is evident from the work of Vail, Moreland and Wilson who define the modern tourists as a growing market segments with many baby boomers with ample discretionary time and income; they are experiential tourists seeking low-stress outdoor activities, supplemented by quality dining, lodging, shopping, and cultural amenities. They further state that “many younger adventurers seek destinations offering outstanding expedition hiking, cross country skiing, and mountain biking, but they also want cell phone and internet coverage, a great meal, lively night life, and a comfortable bed after their exertions” [51, 52]. This point is also emphasised by [52] that “millennials don’t simply represent another generation of travellers; their preferences and lack of predictability make them different”, as a result, tourists demand greater value, more experiences and higher levels of quality ([24]: 01), hence, the new ethos in the tourism industry allows the tourists to take responsibility when travelling.
Tourists prefer to engage in physically and intellectually active holidays, with a growing demand for not only recreational activities, sport and adventure, but for knowledge of the history, culture and environment of the places being visited [24]. These new types of tourism are more closely linked to culture, nature, health, religion, etc., are growing three times faster than forms that are more traditional. Therefore, it is essential for a 21st century leader to possess the characteristics that makes them see opportunities everywhere; they should strive for excellence and live with an entrepreneurial spirit. They must work with a generous purpose and embrace culture in order to cater for the 21st century tourists.
Leadership in the 21st Century should be based on three pillars: values based leadership, network leadership and systemic resilience. Good leadership in Africa always shares life to others [32]. More lessons can also be drawn from the concept of responsible leadership for a leader to be 1) able to make informed ethical judgements about existing norms and rules; 2) displaying moral courage and aspiring to positive change; 3) engage in long-term thinking and in perspective taking; 4) communicate effectively with stakeholders; and 5) participate in collective problem-solving. In the 21st century, the leader must have company’s intention to do the right things and act in ways that are good for society. Ethical leadership has a major impact on the behaviour and attitudes of employees as it encourages the employees to perform a higher quality of work performance [7, 50, 53].
Effective leadership is gained through a combination of business knowledge and personal skills including determination, being open-minded, self-reflection, and excellent communication and team-building skills. Therefore, enhancing innovation is paramount in managing or leading in the services sector. Critical thinking is a primary tool for dealing with dilemmas and paradoxes, the support and encouragement of critical thinking is a key characteristic of effective leadership processes [54]. Stošić and Milutinović state that service excellence and innovation is a necessity in the tourism sector [48].
8. African leadership concepts: lessons for the tourism sector
There are factors influencing development and application of African leadership perspective. These factors vary from one country to country and from continent to continent. Drawing from the work by Nzelibe, there are certain trends that have influenced modern thought-system of management in Africa; these are guided by certain basic, traditional values, assumptions, and principles [55]. Hence, he refers to them as traditionalism, which has to do with adherence to accepted customs, beliefs, and practices that determine accepted behaviour, morality, and the desired characteristics of the individual in African society [21, 55]. Based on Nzelibes’ proposition, one may argue that effective leaders can apply the principles and practices in their management systems in the tourism sector for common good. For example, destinations are reinventing themselves using socio-cultural assets to attract tourists. This has been a common practice, particularly in leadership, where cultural expression involves issues and conflicts connected to the leaders and followers inside a variety of international, national, regional and organisational contexts [56]. Figure 2 presents the African leadership concepts.
Figure 2.
Selected African leadership concepts.
Another African concept is “communalism”, which stems from the belief that the individual is not alone, but belongs to the community [55, 57]. Communalism focuses on the community above the individual [50]. It implies a way of decision-making which is based on consensus [57]. African communalism is about communal feelings, world views, moral and cultural values based on closed-knit relationship among their kith and kin within a socio-cultural setting [57]. In other words, an effective tourism leader in the 21st century must see himself/ herself as part of the community, respect the values followed in that cultural specific setting and be in a position to live by the principles favouring the position held and the community. The tourism industry leadership cannot work effectively without community support and involvement [4]. Tourism is a community product, and it is therefore necessary to have community and local capabilities such as community leadership and formal and informal networks directly involved in tourism development and promotion efforts [30]. In Dieke’s words “tourism must be profitable to the communities to compensate for any dislocation of everyday life; it should gain the acceptance of the communities in relation to the type, scale and location of tourism development and planners should consider the need for protection of certain communities and sites and to meet their acceptable cultural standards” [5, 50].
The third African concept covered in this chapter is “Ubuntu” which is an African value meaning ‘humanness’, sometimes referred to as humanity to others. It also means ‘I am what I am because of who we all are’, or ‘a person is a person through people’ [18, 21]. The concept of Ubuntu goes beyond a sense of loyalty to something that is more deep-seated; is provides a sense of belonging and purpose [58]. As indicated earlier, that leadership is a group phenomenon that plays a significant part in the life of a group, tribe or community, hence, the trust relationship is of critical importance. The key values entrenched in African leadership include, being respectful to others and treating them with dignity. These values are reflected in the tourism sector where service excellence is at the centre of customer care and stakeholder engagement. Service excellence, customer care and stakeholder engagement cannot be obtained without trust and common good. Ubuntu is a critical African concept to an effective leader in the tourism industry as it promotes responsible tourism.
The forth concept is Paternalism, which is an African concept based on interconnectedness and solidarity [4, 41] Paternalism is defined as the managers’ personal interest in workers’ off-the-job lives and personal problems, and managers’ effort to support the employees to achieve personal goals and improve welfare [35]. Paternalism is a policy or practice that is fundamental for leaders to make and base their decisions on, so that they can act accordingly for the common good; whilst, constructing proper organisational practices. This concept can be beneficial to the leaders in the tourism sector. For example, [59] refer to paternalistic leadership behaviour and affective organisational commitment as a concept that will have direct and indirect effects on performance of small businesses and therefore the performance of tourism destination. Paternalism is conceptualised in two types: authoritaritative and benevolent. Authoritaritative paternalism values job and does not include a sincere generosity, whilst benevolent paternalism emphasises the commitment of the subordinate and an intimate care of the manager for the subordinate.
Africans sees themselves as bound by ‘a mutual obligation to consider others’. A study conducted by Nelson on travel and tourism and the common good reveals that the integration of knowledge and talent from individuals in the private, not-for-profit, and government sectors to advance the common good is important to a 21st century leader [52]. This is reflected in the impact review of and beyond [14] where the company presents valuable lessons from community projects, when working with people which are as follows:
Learn from their culture and customs.
Listen to what they have to say.
Create a platform for dialogue and participation.
Build on local wisdom and community assets.
Build the community’s capacity to find solutions to their own problems.
Build sustainable solutions and encourage ownership of assets.
Identify and prioritise the community’s needs with the community.
It is expensive in the short term, but cheap in the long term, which means the impact will be felt long after the fact.
Work with legitimate and credible community leadership.
Build-up process is slow, deep and strong.
Serve the community’s agenda and build the relationship.
Donor money and time is well invested for future generations.
“Most African businesses experience dilemma when choosing leadership approaches” [38]. African traditional leadership has been confined to communal areas and practiced African leadership that is “centred on culturally embedded values such as communalism, togetherness, rationalism, consensus and unity; these are encapsulated in the ethos of Ubuntu” [4, 41, 60]. Africa’s tourism industry requires leaders that understand the industry, its complexity and their role within it [8]. Ubuntu as a “traditional African value that prompts the establishment of a two way trust relationships as the essence of successful leadership” [41]. Leaders such as Nelson Mandela, Kwame Nkrumah and Desmond Tutu are famous for their culturally embedded values/approaches. There is a great need for the African continent to consider service leadership and ethical leadership, which is characterised by integrity, competence, responsibility, accountability, fairness and transparency. Companies often face challenges building leadership potential and effectively managing the project. There is a need to train the employees to move into leadership positions, not only for succession purposes but also for empowerment and acknowledgement. According to [9, 16], cultural enlightenment and awareness of employee diversity are critical leadership trait that encourages cross-cultural teamwork. This trait is important in the travel, tourism and hospitality sector where there is a higher proportion of women. Women generate higher returns on equity, while running balance sheets that are more conservative when it comes to business performance. In fact, where women account for the majority role players in the tourism sector, inclusion is necessary. The UN report indicated that in January 2017, only 10 women were serving as Head of State and 9 were serving as Head of Government [3]. This is an indication of the limited opportunities as far as the inclusion of women is concerned in the world. However, women such as Ellen Johnson Sirleaf, the former President of Liberia, the first elected female head of state in Africa, Joyce Banda, who has made history becoming Malawi’s first female president and only the second woman to lead a country in Africa are inspiring.
9. Conclusions
There is a lot that has been written on leadership from a business perspective to the philosophers’ viewpoints; even politicians and historians among others have dissected the concept of leadership. Leaders as people, play an important role in an organisation and to the society. This chapter presented the concept of leadership in the 21st century in the tourism industry as one of the services sectors in global economic growth, and Africa in particular. Effective leadership examples in the tourism industry can be drawn from large destinations with strong performance like Kenya, Côte d’Ivoire, Mauritius and Zimbabwe in sub-Saharan Africa. Although South Africa, reported slower growth in arrivals in 2017, there was a strong increase in receipts, more lessons from the tourism leaders in the sub-region’s top destination can be useful. Island destinations Seychelles, Cabo Verde and Reunion, all reported double-digit growth in arrivals.
Acknowledgments
The author thanks Tshwane University of Technology.
Conflict of interest
The authors declare no conflict of interest.
Notes/Thanks/Other declarations
Thank you to Tebogo Ramoneng, Tumelo Rampheri and Zime Mzelemu.
Appendices and Nomenclature
CASE STUDY 1
AFRICA’S YOUNG LEADERS FACE A TESTING 2020
Politicians in their 30s and 40s face huge hurdles in sweeping away decades-old regimes. After several years during which younger leaders have come to power across Africa, 2020 could hold challenges that may force many of the newcomers to take a step back. Not all the young politicians are progressive, or even pro-democracy. Nevertheless, they are all representative of sweeping changes across the continent that have destabilised long-standing regimes and forced out some veteran leaders. The huge numbers of young people reaching adulthood across Africa have fuelled a powerful desire for change and has pushed forward a new wave of younger political figures who could dramatically influence the continent’s future.
Two “dinosaurs” who were forced out of politics in 2019 – Abdelaziz Bouteflika, the 82-year-old president of Algeria, who had ruled since 1999, and Omar al-Bashir, 75, in power in Sudan since 1989 – fell victim to mass movements spearheaded by young protesters, though in each case the once-powerful rulers were left vulnerable when armed forces withdrew their support.
One of the most striking recent appointments was in Angola, where its president, João Lourenço, appointed Vera Daves de Sousa, a 34-year-old former researcher and analyst, to be the new finance minister. Elderly men, especially senior soldiers who fought in the decades-long civil war, have long dominated the political system in the former Portuguese colony. Vera Daves de Sousa, 34, is finance minister in Angola, where elderly men, many of them veterans of the long civil war, previously dominated politics.
Alex Vines, director of the Africa programme at London’s Chatham House, said Lourenço’s appointment of a swath of younger people, including many women, to senior positions within the government was a gamble. “He has leapfrogged a generation to appoint more technocratic, able people, including many women, to key posts. He sees them as change agents … Next year will be the litmus test for the reform process,” Vines said.
Perhaps the most high profile of the young leaders is Abiy Ahmed, the 43-year-old prime minister of Ethiopia and winner of 2019’s Nobel peace prize. Since coming to power in 2018, Abiy has ended a nearly 20-year military stalemate with Eritrea, and pushed through reforms at home, dramatically changing the atmosphere in what was regarded as a repressive state. Nick Cheeseman, professor of democracy at the University of Birmingham and an expert in African politics, said Abiy was facing a hard choice between a shift towards authoritarianism, or the difficult task of generating confidence and belief in his reforms. “What happens in Ethiopia has massive implications for the countries around it,” Cheeseman said.
In Sudan, the protest movement that swept away Bashir has opened the way to younger political figures. Nevertheless, some may not be any more progressive or less predatory than their former rulers. One is Mohamed Hamdan Dagalo, a 43-year-old warlord accused of systematic human rights abuses, who has emerged as perhaps the most powerful man in the country. He is now deputy chairman of the sovereign council that still holds supreme power.
Elsewhere some young leaders who have challenged entrenched interests have stumbled. In South Africa, Mmusi Maimane, a 39-year-old once breathlessly hailed as the Obama of Soweto, resigned as leader of the opposition Democratic Alliance following disappointing election results.
Julius Malema, the 38-year-old leader of the populist, radical leftwing Economic Freedom Fighters.
In Uganda, Bobi Wine, an opposition MP and popular music star, has generated international attention but is yet to build the kind of political machine that would challenge the country’s veteran leader.
Yoweri Museveni, while in Zimbabwe, Nelson Chamisa, a 41-year-old former pastor who has led the Movement for Democratic Change since 2018, has struggled to mobilise sufficient numbers to destabilise the ruling Zanu-PF government under 78-year-old Emmerson Mnangagwa.“They have inherited, or are opposing, deep-seated neo-patrimonial systems. You can destabilise them, you can even bring down a leader, but the transitional politics are very, very difficult and sometimes they just don’t work out,” said Vines.
The young rulers and challengers remain a minority. The average age of African leaders is more than 60, which means that the continent with the youngest citizens has the oldest rulers.
How would you describe the leadership styles of the above-mentioned “Politicians in their 30s and 40s”?
Which leader/“politician” has principles of African leadership and why?
Due to the testing times in 2020, such as the COVID 19, advise the Africa’s young leaders on the issues of change management and state the importance of project leadership.
\n',keywords:"Africa, tourism, effective leadership, Ubuntu",chapterPDFUrl:"https://cdn.intechopen.com/pdfs/73258.pdf",chapterXML:"https://mts.intechopen.com/source/xml/73258.xml",downloadPdfUrl:"/chapter/pdf-download/73258",previewPdfUrl:"/chapter/pdf-preview/73258",totalDownloads:348,totalViews:0,totalCrossrefCites:0,dateSubmitted:"June 19th 2020",dateReviewed:"September 1st 2020",datePrePublished:"September 18th 2020",datePublished:"October 6th 2021",dateFinished:"September 18th 2020",readingETA:"0",abstract:"Although Africa has been one of the world’s fastest growing tourism regions, when comparing it to the rest of the world, tourism still lags behind. Tourism is a dynamic and a competitive industry that continues to develop whilst the tourists’ preferences are changing. Consequently, leading and managing in the tourism sector is of great importance, particularly in the 21st century. The purpose of this paper is to explore leadership concepts to draw lessons for the tourism sector in the African continent. Leadership in the African continent remains questionable and controversial; the nature of effective leadership has been the subject of great debate. The findings reveal the prominent African leadership concepts from Ubuntu, Culturally embedded values, Communalism, Common good and Paternalism as some of the existing leadership concepts that could be applicable to an effective leader in the 21st century in the tourism sector in Africa.",reviewType:"peer-reviewed",bibtexUrl:"/chapter/bibtex/73258",risUrl:"/chapter/ris/73258",signatures:"Portia Pearl Siyanda Sifolo",book:{id:"8970",type:"book",title:"Tourism",subtitle:null,fullTitle:"Tourism",slug:"tourism",publishedDate:"October 6th 2021",bookSignature:"Syed Abdul Rehman Khan",coverURL:"https://cdn.intechopen.com/books/images_new/8970.jpg",licenceType:"CC BY 3.0",editedByType:"Edited by",isbn:"978-1-83962-173-4",printIsbn:"978-1-83962-172-7",pdfIsbn:"978-1-83962-174-1",isAvailableForWebshopOrdering:!0,editors:[{id:"254664",title:"Prof.",name:"Syed Abdul Rehman",middleName:null,surname:"Khan",slug:"syed-abdul-rehman-khan",fullName:"Syed Abdul Rehman Khan"}],productType:{id:"1",title:"Edited Volume",chapterContentType:"chapter",authoredCaption:"Edited by"}},authors:[{id:"324889",title:"Dr.",name:"Portia Pearl Siyanda",middleName:null,surname:"Sifolo",fullName:"Portia Pearl Siyanda Sifolo",slug:"portia-pearl-siyanda-sifolo",email:"sifolops@tut.ac.za",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",institution:null}],sections:[{id:"sec_1",title:"1. Introduction",level:"1"},{id:"sec_2",title:"2. Why leadership in Africa?",level:"1"},{id:"sec_3",title:"3. The state of travel and tourism in the African continent",level:"1"},{id:"sec_4",title:"4. Lessons from the early approaches of leadership concepts",level:"1"},{id:"sec_5",title:"5. Leadership definition",level:"1"},{id:"sec_6",title:"6. Difference between tourism leadership and tourism management",level:"1"},{id:"sec_7",title:"7. Why effective leadership in the 21st century?",level:"1"},{id:"sec_8",title:"8. African leadership concepts: lessons for the tourism sector",level:"1"},{id:"sec_9",title:"9. Conclusions",level:"1"},{id:"sec_10",title:"Acknowledgments",level:"1"},{id:"sec_13",title:"Conflict of interest",level:"1"},{id:"sec_10",title:"Notes/Thanks/Other declarations",level:"1"},{id:"sec_11",title:"Appendices and Nomenclature",level:"1"},{id:"sec_11_2",title:"CASE STUDY 1",level:"2"},{id:"sec_11_3",title:"AFRICA’S YOUNG LEADERS FACE A TESTING 2020",level:"3"},{id:"sec_13_2",title:"Chapter review activity",level:"2"}],chapterReferences:[{id:"B1",body:'African Union Report “African development dynamics” [Internet]. 2018. Available from: www.au.int. [Accessed: 2020-06-29]'},{id:"B2",body:'ICAO “Travel and Tourism a Force for Good in the World” [Internet]. 2018. Available from: https://www.icao.int/Meetings/iwaf2018/Documents/Travel%20and%20Tourism.pdf. Accessed 2020-08-20'},{id:"B3",body:'United Nations Conference on Trade and Development. COVID-19 and Tourism: Assessing the economic consequences. Geneva; 2020'},{id:"B4",body:'Mafunzwaini AE, Hugo L. 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Tshwane University of Technology, Pretoria, South Africa
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UK Research and Innovation (former Research Councils UK (RCUK) - including AHRC, BBSRC, ESRC, EPSRC, MRC, NERC, STFC.) Processing charges for books/book chapters can be covered through RCUK block grants which are allocated to most universities in the UK, which then handle the OA publication funding requests. It is at the discretion of the university whether it will approve the request.)
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This chapter outlines some of the potential solutions to the issues that are identified.",book:{id:"7927",slug:"selected-topics-in-child-and-adolescent-mental-health",title:"Selected Topics in Child and Adolescent Mental Health",fullTitle:"Selected Topics in Child and Adolescent Mental Health"},signatures:"Jonathan Glazzard and Samuel Stones",authors:[{id:"294281",title:"Prof.",name:"Jonathan",middleName:null,surname:"Glazzard",slug:"jonathan-glazzard",fullName:"Jonathan Glazzard"},{id:"309587",title:"Mr.",name:"Samuel",middleName:"Oliver James",surname:"Stones",slug:"samuel-stones",fullName:"Samuel Stones"}]},{id:"57269",doi:"10.5772/intechopen.71265",title:"Enhancing Young Children’s Access to Early Childhood Education and Care in Tanzania",slug:"enhancing-young-children-s-access-to-early-childhood-education-and-care-in-tanzania",totalDownloads:1497,totalCrossrefCites:2,totalDimensionsCites:2,abstract:"This chapter draws on the current situation of limited access of young children to early childhood education and care (ECEC) settings in Tanzania. It offers information and evidence on early childhood education and care (ECEC) from an international perspective to those who are, directly or indirectly, involved with young children and their families. Basically, early childhood education and care in Tanzania is still unsatisfactory. Many children have no access to early childhood settings for various reasons including: lack of parents’ awareness on the importance of early investment in education, lack of support from the government, low socio-economic status of parents, gender discrimination, and traditional norms and cultural values. To improve the situation, there is need for a forging of partnership between the government, parents, and the community. Government policy-makers have to set clear policies regarding how quality early childhood education and care can be equitably funded and conducted throughout the country.",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Ignasia Mligo",authors:[{id:"212055",title:"Dr.",name:"Ignasia",middleName:null,surname:"Mligo",slug:"ignasia-mligo",fullName:"Ignasia Mligo"}]},{id:"57391",doi:"10.5772/intechopen.71287",title:"Influence of Parental Divorce on Anxiety Level of Adolescents",slug:"influence-of-parental-divorce-on-anxiety-level-of-adolescents",totalDownloads:1902,totalCrossrefCites:2,totalDimensionsCites:3,abstract:"Family divorce might have an effect on some aspects of child development. Adolescence as a transitional stage is marked by process of seeking identity, the need for intimate relationship, as well as the struggle for psychological independence from family. Anxiety is defined as a state of extreme worry, fear, and uncertainty which results from the expectation of a threatening event or situation. The aims of study are: to explore the differences in anxiety levels among adolescents from divorced and intact families; to explore the level of anxiety of adolescents from divorced and intact families with respect to their genders. A demographic questionnaire was created and The Beck Anxiety Inventory was applied to measure anxiety. The scale was applied with 162 participants who were chosen randomly from 5 different high schools in Istanbul province. The study found out that there are statistically significant differences in anxiety level of adolescents between children from divorced and intact families. Descriptive measures are in range as follows: (17.67 ± 9.645). The adolescents from divorced families had a higher level of anxiety (t = 17.322; p < .05). The result related to the second study aim shows that there are no statistically significant differences in anxiety between male and female adolescents from divorced and intact families (p > .05).",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Senija Tahirović and Gokce Demir",authors:[{id:"214445",title:"Dr.",name:"Senija",middleName:null,surname:"Tahirovic",slug:"senija-tahirovic",fullName:"Senija Tahirovic"},{id:"214465",title:"MSc.",name:"Gokce",middleName:null,surname:"Demir",slug:"gokce-demir",fullName:"Gokce Demir"}]},{id:"57686",doi:"10.5772/intechopen.71672",title:"Children and Young People’s Vulnerabilities to Grooming",slug:"children-and-young-people-s-vulnerabilities-to-grooming",totalDownloads:2238,totalCrossrefCites:1,totalDimensionsCites:2,abstract:"Child abuse is evolving, pervasive and complex and children are vulnerable to its widespread reach in many aspects of their lives, from face-to-face interactions to those they have online. This chapter aims to review contemporary literature which outlines the vulnerabilities of children to face-to-face and online grooming as part of a process leading to child abuse and exploitation. The chapter will undertake a review of literature on two aspects of grooming: child sexual exploitation (CSE) and radicalisation. It will draw on contemporary case examples to illustrate grooming drawn from UK Serious Case Reviews (SCR) on CSE and, on radicalisation, the case of the three girls from Bethnal Green who were groomed for travel to Syria. It will then reflect on the push and pull factors of grooming to highlight the similarities between CSE and radicalisation. Moving on, the chapter will then consider how and if interactive social media simulations, linked to an innovative, preventative educational approach and designed with reference to Vygotsky’s social construction theory, have the potential to educate young people to help protect them from being groomed. The chapter will then make reference to the findings of a small pilot study which evaluated the use of this approach with young people.",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Jane Reeves, Emma Soutar, Sally Green and Tracy Crowther",authors:[{id:"211328",title:"Prof.",name:"Jane",middleName:null,surname:"Reeves",slug:"jane-reeves",fullName:"Jane Reeves"},{id:"211838",title:"Dr.",name:"Tracy",middleName:null,surname:"Crowther",slug:"tracy-crowther",fullName:"Tracy Crowther"},{id:"211839",title:"Mrs.",name:"Emma",middleName:null,surname:"Soutar",slug:"emma-soutar",fullName:"Emma Soutar"},{id:"211840",title:"Mrs.",name:"Sally",middleName:null,surname:"Green",slug:"sally-green",fullName:"Sally Green"}]}],mostDownloadedChaptersLast30Days:[{id:"57686",title:"Children and Young People’s Vulnerabilities to Grooming",slug:"children-and-young-people-s-vulnerabilities-to-grooming",totalDownloads:2237,totalCrossrefCites:1,totalDimensionsCites:2,abstract:"Child abuse is evolving, pervasive and complex and children are vulnerable to its widespread reach in many aspects of their lives, from face-to-face interactions to those they have online. This chapter aims to review contemporary literature which outlines the vulnerabilities of children to face-to-face and online grooming as part of a process leading to child abuse and exploitation. The chapter will undertake a review of literature on two aspects of grooming: child sexual exploitation (CSE) and radicalisation. It will draw on contemporary case examples to illustrate grooming drawn from UK Serious Case Reviews (SCR) on CSE and, on radicalisation, the case of the three girls from Bethnal Green who were groomed for travel to Syria. It will then reflect on the push and pull factors of grooming to highlight the similarities between CSE and radicalisation. Moving on, the chapter will then consider how and if interactive social media simulations, linked to an innovative, preventative educational approach and designed with reference to Vygotsky’s social construction theory, have the potential to educate young people to help protect them from being groomed. The chapter will then make reference to the findings of a small pilot study which evaluated the use of this approach with young people.",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Jane Reeves, Emma Soutar, Sally Green and Tracy Crowther",authors:[{id:"211328",title:"Prof.",name:"Jane",middleName:null,surname:"Reeves",slug:"jane-reeves",fullName:"Jane Reeves"},{id:"211838",title:"Dr.",name:"Tracy",middleName:null,surname:"Crowther",slug:"tracy-crowther",fullName:"Tracy Crowther"},{id:"211839",title:"Mrs.",name:"Emma",middleName:null,surname:"Soutar",slug:"emma-soutar",fullName:"Emma Soutar"},{id:"211840",title:"Mrs.",name:"Sally",middleName:null,surname:"Green",slug:"sally-green",fullName:"Sally Green"}]},{id:"68639",title:"Social Media and Young People’s Mental Health",slug:"social-media-and-young-people-s-mental-health",totalDownloads:2107,totalCrossrefCites:1,totalDimensionsCites:3,abstract:"Evidence suggests that social media can impact detrimentally on children and young people’s mental health. At the same time, social media use can be beneficial and have positive effects. This chapter outlines the detrimental and positive effects of social media use for young people. Schools play a critical role in educating young people about how to use social media safely and responsibly. However, schools cannot address all the issues and parents, social media and advertising companies also have a responsibility to protect children and young people from harm. This chapter outlines some of the potential solutions to the issues that are identified.",book:{id:"7927",slug:"selected-topics-in-child-and-adolescent-mental-health",title:"Selected Topics in Child and Adolescent Mental Health",fullTitle:"Selected Topics in Child and Adolescent Mental Health"},signatures:"Jonathan Glazzard and Samuel Stones",authors:[{id:"294281",title:"Prof.",name:"Jonathan",middleName:null,surname:"Glazzard",slug:"jonathan-glazzard",fullName:"Jonathan Glazzard"},{id:"309587",title:"Mr.",name:"Samuel",middleName:"Oliver James",surname:"Stones",slug:"samuel-stones",fullName:"Samuel Stones"}]},{id:"57391",title:"Influence of Parental Divorce on Anxiety Level of Adolescents",slug:"influence-of-parental-divorce-on-anxiety-level-of-adolescents",totalDownloads:1897,totalCrossrefCites:1,totalDimensionsCites:2,abstract:"Family divorce might have an effect on some aspects of child development. Adolescence as a transitional stage is marked by process of seeking identity, the need for intimate relationship, as well as the struggle for psychological independence from family. Anxiety is defined as a state of extreme worry, fear, and uncertainty which results from the expectation of a threatening event or situation. The aims of study are: to explore the differences in anxiety levels among adolescents from divorced and intact families; to explore the level of anxiety of adolescents from divorced and intact families with respect to their genders. A demographic questionnaire was created and The Beck Anxiety Inventory was applied to measure anxiety. The scale was applied with 162 participants who were chosen randomly from 5 different high schools in Istanbul province. The study found out that there are statistically significant differences in anxiety level of adolescents between children from divorced and intact families. Descriptive measures are in range as follows: (17.67 ± 9.645). The adolescents from divorced families had a higher level of anxiety (t = 17.322; p < .05). The result related to the second study aim shows that there are no statistically significant differences in anxiety between male and female adolescents from divorced and intact families (p > .05).",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Senija Tahirović and Gokce Demir",authors:[{id:"214445",title:"Dr.",name:"Senija",middleName:null,surname:"Tahirovic",slug:"senija-tahirovic",fullName:"Senija Tahirovic"},{id:"214465",title:"MSc.",name:"Gokce",middleName:null,surname:"Demir",slug:"gokce-demir",fullName:"Gokce Demir"}]},{id:"57167",title:"The Early Childhood Educators’ Attitudes Towards Innovative Instructional Applications about Digital Learning Activities for Young Children",slug:"the-early-childhood-educators-attitudes-towards-innovative-instructional-applications-about-digital-",totalDownloads:1197,totalCrossrefCites:0,totalDimensionsCites:0,abstract:"The innovative value and practices of digital learning activities assist early childhood educators in employing effective instruction to improve young children’s performance as well as advance their own professional autonomy to implement digital learning activities for young children. This study examined the factors and relationships about early childhood educators’ attitudes towards the integration and behavioral intention of digital learning tools into young children’s innovative pedagogical activities using a questionnaire survey. The questionnaire consisted of five factors, including digital innovative value (DIV), digital innovative practices (DIP), perception of instructional use (PIU), instructional professional autonomy (IPA), and behavioral intention to use (BIU). The researcher used structural equation modeling to analyze the survey data. The results showed that early childhood educators’ perceptions about innovative value and applications of digital learning activities play a key role in the success of young children’s performance and competence in preschool. The early childhood educators with positive attitudes towards the innovative consideration and practical instructional applications of digital learning activities had more behavioral intention to plan and design instructional activities with innovative applications of digital learning tools.",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Ru-Si Chen",authors:[{id:"211677",title:"Prof.",name:"Ru-Si",middleName:null,surname:"Chen",slug:"ru-si-chen",fullName:"Ru-Si Chen"}]},{id:"57680",title:"Thinking and Learning Demands in Contemporary Childhood",slug:"thinking-and-learning-demands-in-contemporary-childhood",totalDownloads:1477,totalCrossrefCites:0,totalDimensionsCites:0,abstract:"Is today’s childhood is the same as the past’s? Frankly speaking, we cannot answer this question as a clear yes. It is obvious that children today are more into tablet computers, social networks and online games than traditional child games. Besides, our communication styles have been changed significantly for the past years. We, no longer need to meet others face to face to ask for help or to chat. Artificial intelligence, machine learning and robots are another story of the contemporary world. Robots capable of perceiving their surroundings and making decisions have started to deprive many people of their jobs. But what kind of jobs will human beings perform? The increasing emphasis on innovation, cooperation, critical thinking, being creative, problem solving, communication skills and project management is an indicator of what kind of a business world will today’s children meet in the future. This on-going trend also includes clues about how should children be educated. This study is focusing on thinking and learning demands expected contemporary children to meet. Throughout the chapter, the changing world was depicted briefly and then demands of the contemporary age on critical thinking, creative thinking, problem solving and learning were explored respectively.",book:{id:"6327",slug:"contemporary-perspective-on-child-psychology-and-education",title:"Contemporary Perspective on Child Psychology and Education",fullTitle:"Contemporary Perspective on Child Psychology and Education"},signatures:"Cenk Akbiyik",authors:[{id:"212205",title:"Associate Prof.",name:"Cenk",middleName:null,surname:"Akbiyik",slug:"cenk-akbiyik",fullName:"Cenk Akbiyik"}]}],onlineFirstChaptersFilter:{topicId:"1390",limit:6,offset:0},onlineFirstChaptersCollection:[],onlineFirstChaptersTotal:0},preDownload:{success:null,errors:{}},subscriptionForm:{success:null,errors:{}},aboutIntechopen:{},privacyPolicy:{},peerReviewing:{},howOpenAccessPublishingWithIntechopenWorks:{},sponsorshipBooks:{sponsorshipBooks:[],offset:8,limit:8,total:0},allSeries:{pteSeriesList:[{id:"14",title:"Artificial Intelligence",numberOfPublishedBooks:9,numberOfPublishedChapters:90,numberOfOpenTopics:6,numberOfUpcomingTopics:0,issn:"2633-1403",doi:"10.5772/intechopen.79920",isOpenForSubmission:!0},{id:"7",title:"Biomedical Engineering",numberOfPublishedBooks:12,numberOfPublishedChapters:104,numberOfOpenTopics:3,numberOfUpcomingTopics:0,issn:"2631-5343",doi:"10.5772/intechopen.71985",isOpenForSubmission:!0}],lsSeriesList:[{id:"11",title:"Biochemistry",numberOfPublishedBooks:32,numberOfPublishedChapters:319,numberOfOpenTopics:4,numberOfUpcomingTopics:0,issn:"2632-0983",doi:"10.5772/intechopen.72877",isOpenForSubmission:!0},{id:"25",title:"Environmental Sciences",numberOfPublishedBooks:1,numberOfPublishedChapters:12,numberOfOpenTopics:4,numberOfUpcomingTopics:0,issn:"2754-6713",doi:"10.5772/intechopen.100362",isOpenForSubmission:!0},{id:"10",title:"Physiology",numberOfPublishedBooks:11,numberOfPublishedChapters:141,numberOfOpenTopics:4,numberOfUpcomingTopics:0,issn:"2631-8261",doi:"10.5772/intechopen.72796",isOpenForSubmission:!0}],hsSeriesList:[{id:"3",title:"Dentistry",numberOfPublishedBooks:8,numberOfPublishedChapters:133,numberOfOpenTopics:2,numberOfUpcomingTopics:0,issn:"2631-6218",doi:"10.5772/intechopen.71199",isOpenForSubmission:!0},{id:"6",title:"Infectious Diseases",numberOfPublishedBooks:13,numberOfPublishedChapters:113,numberOfOpenTopics:3,numberOfUpcomingTopics:1,issn:"2631-6188",doi:"10.5772/intechopen.71852",isOpenForSubmission:!0},{id:"13",title:"Veterinary Medicine and Science",numberOfPublishedBooks:11,numberOfPublishedChapters:107,numberOfOpenTopics:3,numberOfUpcomingTopics:0,issn:"2632-0517",doi:"10.5772/intechopen.73681",isOpenForSubmission:!0}],sshSeriesList:[{id:"22",title:"Business, Management and Economics",numberOfPublishedBooks:1,numberOfPublishedChapters:19,numberOfOpenTopics:3,numberOfUpcomingTopics:0,issn:"2753-894X",doi:"10.5772/intechopen.100359",isOpenForSubmission:!0},{id:"23",title:"Education and Human Development",numberOfPublishedBooks:0,numberOfPublishedChapters:5,numberOfOpenTopics:1,numberOfUpcomingTopics:1,issn:null,doi:"10.5772/intechopen.100360",isOpenForSubmission:!0},{id:"24",title:"Sustainable Development",numberOfPublishedBooks:0,numberOfPublishedChapters:16,numberOfOpenTopics:5,numberOfUpcomingTopics:0,issn:null,doi:"10.5772/intechopen.100361",isOpenForSubmission:!0}],testimonialsList:[{id:"6",text:"It is great to work with the IntechOpen to produce a worthwhile collection of research that also becomes a great educational resource and guide for future research endeavors.",author:{id:"259298",name:"Edward",surname:"Narayan",institutionString:null,profilePictureURL:"https://mts.intechopen.com/storage/users/259298/images/system/259298.jpeg",slug:"edward-narayan",institution:{id:"3",name:"University of Queensland",country:{id:null,name:"Australia"}}}},{id:"13",text:"The collaboration with and support of the technical staff of IntechOpen is fantastic. 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",coverUrl:"https://cdn.intechopen.com/series/covers/22.jpg",latestPublicationDate:"June 27th, 2022",hasOnlineFirst:!0,numberOfPublishedBooks:1,editor:{id:"356540",title:"Prof.",name:"Taufiq",middleName:null,surname:"Choudhry",slug:"taufiq-choudhry",fullName:"Taufiq Choudhry",profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0033Y000036X2hvQAC/Profile_Picture_2022-03-14T08:58:03.jpg",biography:"Prof. Choudhry holds a BSc degree in Economics from the University of Iowa, as well as a Masters and Ph.D. in Applied Economics from Clemson University, USA. In January 2006, he became a Professor of Finance at the University of Southampton Business School. He was previously a Professor of Finance at the University of Bradford Management School. He has over 80 articles published in international finance and economics journals. His research interests and specialties include financial econometrics, financial economics, international economics and finance, housing markets, financial markets, among others.",institutionString:null,institution:{name:"University of Southampton",institutionURL:null,country:{name:"United Kingdom"}}},editorTwo:null,editorThree:null},subseries:{paginationCount:6,paginationItems:[{id:"86",title:"Business and Management",coverUrl:"https://cdn.intechopen.com/series_topics/covers/86.jpg",editor:{id:"128342",title:"Prof.",name:"Vito",middleName:null,surname:"Bobek",slug:"vito-bobek",fullName:"Vito Bobek",profilePictureURL:"https://mts.intechopen.com/storage/users/128342/images/system/128342.jpg",biography:"Dr. Vito Bobek works as an international management professor at the University of Applied Sciences FH Joanneum, Graz, Austria. He has published more than 400 works in his academic career and visited twenty-two universities worldwide as a visiting professor. Dr. Bobek is a member of the editorial boards of six international journals and a member of the Strategic Council of the Minister of Foreign Affairs of the Republic of Slovenia. He has a long history in academia, consulting, and entrepreneurship. His own consulting firm, Palemid, has managed twenty significant projects, such as Cooperation Program Interreg V-A (Slovenia-Austria) and Capacity Building for the Serbian Chamber of Enforcement Agents. He has also participated in many international projects in Italy, Germany, Great Britain, the United States, Spain, Turkey, France, Romania, Croatia, Montenegro, Malaysia, and China. Dr. Bobek is also a co-founder of the Academy of Regional Management in Slovenia.",institutionString:"Universities of Applied Sciences FH Joanneum, Austria",institution:null},editorTwo:{id:"293992",title:"Dr.",name:"Tatjana",middleName:null,surname:"Horvat",slug:"tatjana-horvat",fullName:"Tatjana Horvat",profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0030O00002hXb0hQAC/Profile_Picture_1642419002203",biography:"Tatjana Horvat works as a professor for accountant and auditing at the University of Primorska, Slovenia. She is a Certified State Internal Auditor (licensed by Ministry of Finance RS) and Certified Internal Auditor for Business Sector and Certified accountant (licensed by Slovenian Institute of Auditors). At the Ministry of Justice of Slovenia, she is a member of examination boards for court expert candidates and judicial appraisers in the following areas: economy/finance, valuation of companies, banking, and forensic investigation of economic operations/accounting. 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Wu",profilePictureURL:"https://mts.intechopen.com/storage/users/190913/images/system/190913.jpg",institutionString:"Central Queensland University",institution:{name:"Central Queensland University",institutionURL:null,country:{name:"Australia"}}}]},{id:"87",title:"Economics",coverUrl:"https://cdn.intechopen.com/series_topics/covers/87.jpg",editor:{id:"327730",title:"Prof.",name:"Jaime",middleName:null,surname:"Ortiz",slug:"jaime-ortiz",fullName:"Jaime Ortiz",profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0033Y00002zaOKZQA2/Profile_Picture_1642145584421",biography:"Dr. Jaime Ortiz holds degrees from Chile, the Netherlands, and the United States. He has held tenured faculty, distinguished professorship, and executive leadership appointments in several universities around the world. 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Much of biochemistry is devoted to enzymes, proteins that catalyze chemical reactions, enzyme structures, mechanisms of action and their roles within cells. Biochemistry also studies small signaling molecules, coenzymes, inhibitors, vitamins, and hormones, which play roles in life processes. Biochemical experimentation, besides coopting classical chemistry methods, e.g., chromatography, adopted new techniques, e.g., X-ray diffraction, electron microscopy, NMR, radioisotopes, and developed sophisticated microbial genetic tools, e.g., auxotroph mutants and their revertants, fermentation, etc. More recently, biochemistry embraced the ‘big data’ omics systems. Initial biochemical studies have been exclusively analytic: dissecting, purifying, and examining individual components of a biological system; in the apt words of Efraim Racker (1913 –1991), “Don’t waste clean thinking on dirty enzymes.” Today, however, biochemistry is becoming more agglomerative and comprehensive, setting out to integrate and describe entirely particular biological systems. The ‘big data’ metabolomics can define the complement of small molecules, e.g., in a soil or biofilm sample; proteomics can distinguish all the comprising proteins, e.g., serum; metagenomics can identify all the genes in a complex environment, e.g., the bovine rumen. 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Dr. Blumenberg’s research is focused on the epidermis, expression of keratin genes, transcription profiling, keratinocyte differentiation, inflammatory diseases and cancers, and most recently the effects of the microbiome on the skin. 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In recent years, the application of chemistry to biological molecules has gained significant interest in medicinal and pharmacological studies. This topic will be devoted to understanding the interplay between biomolecules and chemical compounds, their structure and function, and their potential applications in related fields. Being a part of the biochemistry discipline, the ideas and concepts that have emerged from Chemical Biology have affected other related areas. 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Behind these definitions are hidden all the aspects of normal and pathological functioning of all processes that the topic ‘Metabolism’ will cover within the Biochemistry Series. 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Thus proteomics, an area of research that detects all protein forms expressed in an organism, including splice isoforms and post-translational modifications, is more suitable than genomics for a comprehensive understanding of the biochemical processes that govern life. The most common proteomics applications are currently in the clinical field for the identification, in a variety of biological matrices, of biomarkers for diagnosis and therapeutic intervention of disorders. From the comparison of proteomic profiles of control and disease or different physiological states, which may emerge, changes in protein expression can provide new insights into the roles played by some proteins in human pathologies. Understanding how proteins function and interact with each other is another goal of proteomics that makes this approach even more intriguing. Specialized technology and expertise are required to assess the proteome of any biological sample. Currently, proteomics relies mainly on mass spectrometry (MS) combined with electrophoretic (1 or 2-DE-MS) and/or chromatographic techniques (LC-MS/MS). MS is an excellent tool that has gained popularity in proteomics because of its ability to gather a complex body of information such as cataloging protein expression, identifying protein modification sites, and defining protein interactions. 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