Brief comparison of LSA and SAS concepts.
\\n\\n
IntechOpen Book Series will also publish a program of research-driven Thematic Edited Volumes that focus on specific areas and allow for a more in-depth overview of a particular subject.
\\n\\nIntechOpen Book Series will be launching regularly to offer our authors and editors exciting opportunities to publish their research Open Access. We will begin by relaunching some of our existing Book Series in this innovative book format, and will expand in 2022 into rapidly growing research fields that are driving and advancing society.
\\n\\nLaunching 2021
\\n\\nArtificial Intelligence, ISSN 2633-1403
\\n\\nVeterinary Medicine and Science, ISSN 2632-0517
\\n\\nBiochemistry, ISSN 2632-0983
\\n\\nBiomedical Engineering, ISSN 2631-5343
\\n\\nInfectious Diseases, ISSN 2631-6188
\\n\\nPhysiology (Coming Soon)
\\n\\nDentistry (Coming Soon)
\\n\\nWe invite you to explore our IntechOpen Book Series, find the right publishing program for you and reach your desired audience in record time.
\\n\\nNote: Edited in October 2021
\\n"}]',published:!0,mainMedia:{caption:"",originalUrl:"/media/original/132"}},components:[{type:"htmlEditorComponent",content:'With the desire to make book publishing more relevant for the digital age and offer innovative Open Access publishing options, we are thrilled to announce the launch of our new publishing format: IntechOpen Book Series.
\n\nDesigned to cover fast-moving research fields in rapidly expanding areas, our Book Series feature a Topic structure allowing us to present the most relevant sub-disciplines. Book Series are headed by Series Editors, and a team of Topic Editors supported by international Editorial Board members. Topics are always open for submissions, with an Annual Volume published each calendar year.
\n\nAfter a robust peer-review process, accepted works are published quickly, thanks to Online First, ensuring research is made available to the scientific community without delay.
\n\nOur innovative Book Series format brings you:
\n\nIntechOpen Book Series will also publish a program of research-driven Thematic Edited Volumes that focus on specific areas and allow for a more in-depth overview of a particular subject.
\n\nIntechOpen Book Series will be launching regularly to offer our authors and editors exciting opportunities to publish their research Open Access. We will begin by relaunching some of our existing Book Series in this innovative book format, and will expand in 2022 into rapidly growing research fields that are driving and advancing society.
\n\nLaunching 2021
\n\nArtificial Intelligence, ISSN 2633-1403
\n\nVeterinary Medicine and Science, ISSN 2632-0517
\n\nBiochemistry, ISSN 2632-0983
\n\nBiomedical Engineering, ISSN 2631-5343
\n\nInfectious Diseases, ISSN 2631-6188
\n\nPhysiology (Coming Soon)
\n\nDentistry (Coming Soon)
\n\nWe invite you to explore our IntechOpen Book Series, find the right publishing program for you and reach your desired audience in record time.
\n\nNote: Edited in October 2021
\n'}],latestNews:[{slug:"webinar-introduction-to-open-science-wednesday-18-may-1-pm-cest-20220518",title:"Webinar: Introduction to Open Science | Wednesday 18 May, 1 PM CEST"},{slug:"step-in-the-right-direction-intechopen-launches-a-portfolio-of-open-science-journals-20220414",title:"Step in the Right Direction: IntechOpen Launches a Portfolio of Open Science Journals"},{slug:"let-s-meet-at-london-book-fair-5-7-april-2022-olympia-london-20220321",title:"Let’s meet at London Book Fair, 5-7 April 2022, Olympia London"},{slug:"50-books-published-as-part-of-intechopen-and-knowledge-unlatched-ku-collaboration-20220316",title:"50 Books published as part of IntechOpen and Knowledge Unlatched (KU) Collaboration"},{slug:"intechopen-joins-the-united-nations-sustainable-development-goals-publishers-compact-20221702",title:"IntechOpen joins the United Nations Sustainable Development Goals Publishers Compact"},{slug:"intechopen-signs-exclusive-representation-agreement-with-lsr-libros-servicios-y-representaciones-s-a-de-c-v-20211123",title:"IntechOpen Signs Exclusive Representation Agreement with LSR Libros Servicios y Representaciones S.A. de C.V"},{slug:"intechopen-expands-partnership-with-research4life-20211110",title:"IntechOpen Expands Partnership with Research4Life"},{slug:"introducing-intechopen-book-series-a-new-publishing-format-for-oa-books-20210915",title:"Introducing IntechOpen Book Series - A New Publishing Format for OA Books"}]},book:{item:{type:"book",id:"10725",leadTitle:null,fullTitle:"Paranasal Sinuses Anatomy and Conditions",title:"Paranasal Sinuses Anatomy and Conditions",subtitle:null,reviewType:"peer-reviewed",abstract:"This book discusses selected topics on the anatomy of paranasal sinuses and related conditions, providing insight into advancements in the field. The first section covers morphological aspects of the maxillary sinus, infectious causes of acute and chronic sinusitis, posterior ethmoidal artery, and paranasal sinuses anatomy and anatomical variations. The second section covers sinonasal-associated midfacial expansion and maxillary sinus in dental implantology. Chapters present new clinical and research developments as well as future perspectives on ever-expanding upper airway and jaw problems.",isbn:"978-1-83969-690-9",printIsbn:"978-1-83969-689-3",pdfIsbn:"978-1-83969-691-6",doi:"10.5772/intechopen.94697",price:119,priceEur:129,priceUsd:155,slug:"paranasal-sinuses-anatomy-and-conditions",numberOfPages:132,isOpenForSubmission:!1,isInWos:null,isInBkci:!1,hash:"745767840ecb866e31f906858abc6bc1",bookSignature:"Balwant Singh Gendeh",publishedDate:"April 28th 2022",coverURL:"https://cdn.intechopen.com/books/images_new/10725.jpg",numberOfDownloads:655,numberOfWosCitations:0,numberOfCrossrefCitations:1,numberOfCrossrefCitationsByBook:0,numberOfDimensionsCitations:0,numberOfDimensionsCitationsByBook:0,hasAltmetrics:0,numberOfTotalCitations:1,isAvailableForWebshopOrdering:!0,dateEndFirstStepPublish:"March 12th 2021",dateEndSecondStepPublish:"April 9th 2021",dateEndThirdStepPublish:"June 8th 2021",dateEndFourthStepPublish:"August 27th 2021",dateEndFifthStepPublish:"October 26th 2021",currentStepOfPublishingProcess:5,indexedIn:"1,2,3,4,5,6",editedByType:"Edited by",kuFlag:!1,featuredMarkup:null,editors:[{id:"67669",title:null,name:"Balwant Singh",middleName:null,surname:"Gendeh",slug:"balwant-singh-gendeh",fullName:"Balwant Singh Gendeh",profilePictureURL:"https://mts.intechopen.com/storage/users/67669/images/system/67669.png",biography:"Dr. Balwant Singh Gendeh is a senior consultant ENT surgeon with a sub-specialty interest in rhinology (allergy, sino-nasal diseases, endoscopic sinus, anterior and ventral skull base surgery, and functional and cosmetic nasal surgery). He was an ENT registrar at the Royal Infirmary, Middlesbrough, UK, in 1993, and a JW Fulbright scholar, University of Pittsburgh, USA, in 1997. During his Fulbright experience, he also worked at the Hospital of the University of Pennsylvania (HUP), Philadelphia, USA, and St. Joseph’s Hospital, Chicago, USA, with a sub-specialty interest in rhinology and aesthetic nasal surgery. Dr. Gendeh retired after thirty-eight years of government service as a consultant ENT surgeon at the National University of Malaysia Medical Centre (UKMMC) in 2014. Currently, he is a visiting professor at the Department of Otorhinolaryngology-Head and Neck Surgery, UKMMC, and a resident ENT consultant at Pantai Hospital Kuala Lumpur. He is an executive member of numerous national and international bodies including board chairman of the Malaysian American Commission on Educational Exchange (MACEE). He was elected as a diploma of the Fellowship Academy of Medicine Malaysia (FAMM) in 2000, an international fellow of the Academy of Otolaryngology Head and Neck Surgery in 2004, a fellow of the Academy of Sciences Malaysia (FASc) in 2016, and a fellow of Malaysian Scientific Association (FMSA) in 2017. He has written ninety-three scientific papers and edited/co-edited eight books and seven book chapters.",institutionString:"Pantai Hospital Kuala Lumpur",position:null,outsideEditionCount:0,totalCites:0,totalAuthoredChapters:"6",totalChapterViews:"0",totalEditedBooks:"4",institution:null}],equalEditorOne:null,equalEditorTwo:null,equalEditorThree:null,coeditorOne:null,coeditorTwo:null,coeditorThree:null,coeditorFour:null,coeditorFive:null,topics:[{id:"1100",title:"Rhinology",slug:"rhinology"}],chapters:[{id:"78006",title:"Morphological Aspects of the Maxillary Sinus",doi:"10.5772/intechopen.99250",slug:"morphological-aspects-of-the-maxillary-sinus",totalDownloads:102,totalCrossrefCites:1,totalDimensionsCites:0,hasAltmetrics:0,abstract:"The development of modern surgical methods and techniques for treatment of the diseases of the paranasal sinuses and the edentulous ridge of the maxilla requires detailed knowledge of the anatomy, physiology and pathology of the maxillary sinus. The sinus dimensions and volume, thickness of the mucosa, height of the inferior wall and presence of septa and root prominence are important indicators for the pneumatization of the maxillary sinus and have essential role by performing sino-nasal and dental implant surgery. The preliminary assessment of some morphological aspects of the maxillary sinus is essential for the proper diagnosis and treatment of a number of diseases in maxillofacial region, including treatment of the chronic rhinosinusitis and the edentulous ridges of the distal maxilla.",signatures:"Elena Bozhikova and Nikolay Uzunov",downloadPdfUrl:"/chapter/pdf-download/78006",previewPdfUrl:"/chapter/pdf-preview/78006",authors:[{id:"355568",title:"Prof.",name:"Elena",surname:"Bozhikova",slug:"elena-bozhikova",fullName:"Elena Bozhikova"},{id:"355626",title:"Dr.",name:"Nikolay",surname:"Uzunov",slug:"nikolay-uzunov",fullName:"Nikolay Uzunov"}],corrections:null},{id:"79214",title:"Infectious Causes of Acute and Chronic Sinusitis",doi:"10.5772/intechopen.99603",slug:"infectious-causes-of-acute-and-chronic-sinusitis",totalDownloads:274,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:0,abstract:"Paranasal sinuses anatomy is paired in 4 parts which includes frontal, maxillary, ethmoid, and sphenoid. Their relevant function is to secrete mucous for moisture, humidify inspired air, impart vocal resonance, and act as shock absorber for intracranial contents. Retention of secretions in the nasal cavity and sinuses can cause inflammation of the mucosa of paranasal sinuses and lead to infection. Classification of sinusitis is based on duration of symptoms. Diagnosis can be achieved clinically, however other diagnosis modalities such as cultures or radiology can help to achieve accurate diagnosis. Depending on the etiology management can be supportive or pharmacological. In some cases, long term monitoring and prevention therapy may be required.",signatures:"Jana I. Preis, Anna W. Maro, Sophie Hurez and Sneha Pusapati",downloadPdfUrl:"/chapter/pdf-download/79214",previewPdfUrl:"/chapter/pdf-preview/79214",authors:[{id:"414163",title:"Dr.",name:"Jana I.",surname:"Preis",slug:"jana-i.-preis",fullName:"Jana I. Preis"},{id:"420880",title:"M.D.",name:"Anna W.",surname:"Maro",slug:"anna-w.-maro",fullName:"Anna W. Maro"},{id:"425009",title:"Dr.",name:"Sophie",surname:"Hurez",slug:"sophie-hurez",fullName:"Sophie Hurez"},{id:"425011",title:"Dr.",name:"Sneha",surname:"Pusapati",slug:"sneha-pusapati",fullName:"Sneha Pusapati"}],corrections:null},{id:"77706",title:"Posterior Ethmoidal Artery: Surgical Anatomy and Variations",doi:"10.5772/intechopen.99152",slug:"posterior-ethmoidal-artery-surgical-anatomy-and-variations",totalDownloads:20,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:0,abstract:"The posterior ethmoidal artery is a collateral of the ophthalmic artery and participates in the vascularization of the nasal cavities. It is an important landmark in endonasal surgery with complex orbital contents relationships. We recognize many anatomical and functional varieties. This chapter proposes to present a classic descriptive anatomical study but also a modern radiological and endoscopic study of the posterior ethmoidal artery. It also proposes to present a description of some pathologies associated with this artery, particulary posterior epistaxis and other vascular disorders. The surgical procedur to access to posterior ethmoidal artery,external or endoscopic approach of the posterior ethmoidal artery will be described.",signatures:"Smail Kharoubi",downloadPdfUrl:"/chapter/pdf-download/77706",previewPdfUrl:"/chapter/pdf-preview/77706",authors:[{id:"354891",title:"Prof.",name:"Smail",surname:"Kharoubi",slug:"smail-kharoubi",fullName:"Smail Kharoubi"}],corrections:null},{id:"81023",title:"Paranasal Sinuses Anatomy and Anatomical Variations",doi:"10.5772/intechopen.103733",slug:"paranasal-sinuses-anatomy-and-anatomical-variations",totalDownloads:34,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:0,abstract:"Anatomical variations of the sinuses are common and may lead to obstruction to the ventilation and drainage of the sinuses. This may lead to osteomeatal complex disease refractory to medications. A preoperative CT of the paranasal sinuses acts as road map guide to identify vital anatomical variations and its relationship to the orbit, skull base, neurological and vascular structures, to prevent iatrogenic injuries. To control intraoperative bleeding, it is critical to identify the anterior and posterior ethmoidal artery indentations and sphenopalatine artery in the anterior and lateral nasal walls. It is essential for the surgeon to familiarize with the anatomy of the ethmoid region, lateral nasal wall, sphenoid sinus, sella and parasellar region and pterygopalatine/infratemporal fossa before embarking on these approaches. The advent of CT scans and state-of-the-art FESS instrumentation has made surgery of the paranasal sinuses less of a mystery for the surgeon. Therefore, identifying and addressing these anatomical variations during FESS is crucial in restoring ventilation and drainage.",signatures:"Hardip Singh Gendeh and Balwant Singh Gendeh",downloadPdfUrl:"/chapter/pdf-download/81023",previewPdfUrl:"/chapter/pdf-preview/81023",authors:[{id:"67669",title:null,name:"Balwant Singh",surname:"Gendeh",slug:"balwant-singh-gendeh",fullName:"Balwant Singh Gendeh"},{id:"445896",title:"Dr.",name:"Hardip Singh",surname:"Gendeh",slug:"hardip-singh-gendeh",fullName:"Hardip Singh Gendeh"}],corrections:null},{id:"77581",title:"Sino-Nasal Changes Associated with Midfacial Expansion: An Overview",doi:"10.5772/intechopen.99052",slug:"sino-nasal-changes-associated-with-midfacial-expansion-an-overview",totalDownloads:89,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:0,abstract:"The concept of palatal expansion can be viewed as an anachronism since the delivery and scope of this clinical technique has changed dramatically over the past few decades. Indeed, since the palatal complex does not exist in isolation, clinicians ought to be cognizant of how palatal expansion affects contiguous midfacial structures. Because of this structural arrangement, surgical and non-surgical palatal expansion can have clinical consequences on the dentoalveolar structures, which are dependent on bony remodeling of the maxillo-palatine complex. In addition, it can also be suggested that morphologic alterations of the maxillary air sinus might lead to functional and clinical improvements of inflammatory changes associated with rhinosinusitis. Furthermore, enhancements in the nasal airway could affect a host of other conditions, including nasal breathing and obstructive sleep apnea, etc. Therefore, the aim of this chapter is to review the effects of midfacial expansion techniques on contiguous structures, including the paranasal sinuses.",signatures:"G. Dave Singh",downloadPdfUrl:"/chapter/pdf-download/77581",previewPdfUrl:"/chapter/pdf-preview/77581",authors:[{id:"355156",title:"Prof.",name:"G. Dave",surname:"Singh",slug:"g.-dave-singh",fullName:"G. Dave Singh"}],corrections:null},{id:"78250",title:"Maxillary Sinus in Dental Implantology",doi:"10.5772/intechopen.99780",slug:"maxillary-sinus-in-dental-implantology",totalDownloads:136,totalCrossrefCites:0,totalDimensionsCites:0,hasAltmetrics:0,abstract:"Dental implants have significantly increased prosthetic options for the edentulous patient. Implant placement in the posterior maxilla may often be hampered due to anatomical limitations, inadequate height and width, and poor bone quality. After tooth extraction, three-dimensional physiological resorption and sinus expansion take place and reduce the volume of the alveolar ridge. The concomitant actions of alveolar atrophy and sinus pneumatization reconstruct the subantral alveolar segment into a low, shallow, and sloped ridge which is incapable to accommodate dental implants and bear the functional strains. Advanced maxillary resorption can be managed by several surgical options, the most popular of which is maxillary sinus floor elevation. The chapter discusses recent advancements in bone biology and biomechanics in the light of alveolar atrophy and the impact of anatomy on maxillary sinus floor elevation as a treatment modality for the partially or totally edentulous patient.",signatures:"Nikolay Uzunov and Elena Bozhikova",downloadPdfUrl:"/chapter/pdf-download/78250",previewPdfUrl:"/chapter/pdf-preview/78250",authors:[{id:"355568",title:"Prof.",name:"Elena",surname:"Bozhikova",slug:"elena-bozhikova",fullName:"Elena Bozhikova"},{id:"355626",title:"Dr.",name:"Nikolay",surname:"Uzunov",slug:"nikolay-uzunov",fullName:"Nikolay Uzunov"}],corrections:null}],productType:{id:"1",title:"Edited Volume",chapterContentType:"chapter",authoredCaption:"Edited by"},subseries:null,tags:null},relatedBooks:[{type:"book",id:"7062",title:"Rhinosinusitis",subtitle:null,isOpenForSubmission:!1,hash:"14ed95e155b1e57a61827ca30b579d09",slug:"rhinosinusitis",bookSignature:"Balwant Singh Gendeh and Mirjana 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Mobile phones, laptops, and tablets are becoming more and more common, and the quality of available content and services is also increasing. This has resulted in rapid increases in the amount of traffic in mobile networks, and the increases are predicted to continue [1, 2, 3]. This presents extreme challenges for mobile communication systems, as there is a lack of new spectrum resources to be allocated for the growing number of connected devices, services, and users.
The wireless communication technologies themselves are approaching the fundamental theoretical limits of bandwidth efficiency, but simultaneously the frequency bands are exclusively licensed to different services which might not utilize all of their spectrum resources. Valuable spectrum resources can be left unexploited at different frequencies if the license owner does not use them at all times or at all locations. For example, several spectrum measurement campaigns covering frequencies up to 3 GHz state that the spectrum utilization rate is on the scale of 10–20% [4, 5, 6], and thus, most of the spectrum resources remain unused. It is necessary to utilize the existing frequency resources more efficiently to satisfy the growing demand for spectrum, but the current exclusive licensing methods do not allow this. Recent international studies have concluded that spectrum sharing will play a major role in maximizing the amount of available spectrum for wireless communication systems [7, 8].
The current exclusive spectrum licensing needs to be updated or replaced to enable spectrum sharing. In spectrum sharing, the users who currently hold an exclusive license to use a frequency band are called incumbents and are the primary users of the band. If the incumbents are using their spectrum resources inefficiently, their spectrum resources could potentially be shared with other users who could use the vacant spectrum resources at certain times or at certain locations where the license holder does not have any transmissions. Spectrum occupancy measurements have been proposed to find candidate frequency bands for spectrum sharing [4]. The vacant spectrum resources could be utilized through dynamic spectrum access methods, such as opportunistic spectrum access (OSA) [9] or Licensed Shared Access (LSA) [10]. In OSA, the shared spectrum user chooses the best available vacant transmission channel in an opportunistic and dynamic manner as an unlicensed secondary user of the spectrum, who does not need a license but does not have any guarantees on the amount and quality of available spectrum and has no protection from any harmful interference.
Cognitive radio spectrum sharing can be divided into three different types: underlay, overlay, and interweave. In underlay spectrum sharing, the cognitive users are allowed to operate if the interference they cause to the incumbents is below a given level. In overlay spectrum sharing, the cognitive user needs to know the incumbent signal. The cognitive user then adds its own data to the incumbent data and transmits the combined signal. In interweave spectrum sharing, the cognitive radios exploit spectral holes. The spectral holes are spectrum which is not used to be the incumbent in time, frequency, or spatial dimension. In each of the cognitive spectrum sharing types, accurate spectrum sensing data are of paramount importance both to guarantee the protection of the incumbents and to maximize the capacity available for the cognitive users. The currently standardized LSA belongs to interweave category, typically uses static vertical long-term spectrum leasing, and does not include spectrum sensing capabilities.
In LSA, vacant spectrum resources can be leased to shared spectrum users, known as LSA licensees, who are guaranteed an exclusive access to the leased spectrum resources and are protected from harmful interference. The incumbents are also protected from interference and might receive economic benefits from leasing their underutilized spectrum resources. The traffic load of the incumbent (licensed) users in LSA does not affect the performance of the LSA licensees, as the LSA licensees’ transmissions are restricted so that they do not cause harmful interference to the incumbents under any circumstances. The terminology and definitions for shared spectrum access methods are diverse, but OSA and LSA could be considered as the two main categories in frequency bands with existing incumbents. Regardless of the used shared spectrum access method, it is essential to guarantee that the incumbents currently present in the band are protected from any harmful interference that could be induced by the newly introduced shared spectrum users.
The future LSA evolution will enable spectrum sensing and thus more dynamic use of spectrum. The current control solutions for network coordination are insufficient for heterogeneous 5G networks, where the performance of dense deployments could be further enhanced by advanced spectrum sharing [11]. 5G-PPP project called COHERENT considers the novel methods for coordinated control and spectrum management for 5G heterogeneous networks in LSA evolution.
Section 2 describes the development and architecture of LSA system for 2.3–2.4 GHz band. Section 3 discusses the feasibility, current status, and evolution of LSA toward 5G and makes a comparison to Spectrum Access System (SAS) concept developed in the USA. Section 4 describes an LSA evolution PMSE use case trial. Section 5 discusses the use of LSA evolution in 5G networks, and Section 6 gives the concluding remarks.
The development of LSA concept began in European regulation and standardization to create a method for the mobile network operators (MNOs) to deploy their networks into bands allocated for mobile broadband (MBB), which currently have incumbents operating in the band. The concept allows spectrum sharing between an MNO and the incumbents with licensing conditions and rules that benefit both stakeholders. Radio Spectrum Policy Group (RSPG) proposed LSA concept [12] as an extension to an earlier proposal by an industry consortium, called Authorized Shared Access (ASA) [13]. ASA is limited to the International Mobile Telecommunications (IMT) use, while LSA can also be applied to other types of spectrum sharing. The 2.3 GHz band was chosen as the first frequency band for which to develop the operating conditions for LSA.
International Telecommunication Union Radiocommunication Sector (ITU-R) has globally allocated the 2.3–2.4 GHz band for mobile broadband (MBB) systems at the World Radiocommunication Conference 2007 (WRC-07) [14]. However, the frequency band is currently used by different incumbents in European Conference of Postal and Telecommunications Administrations (CEPT) countries [15]. The main users are PMSE applications, such as wireless camera links [16]. They are typically used to transmit video and audio wirelessly from a camera to an outside broadcasting (OB) van, and the typical users thus are the broadcasting companies.
The spectrum occupancy of the 2.3 GHz band in a single location in Finland was studied using several weeks of spectrum measurement data from Turku spectrum observatory in [17, 18]. The results showed that spectrum occupancy was very low and sporadic, and the detected busy periods were only 3–9 seconds long. The wireless camera transmissions typically occupy a bandwidth of 20 MHz, meaning a 20% occupancy per transmission over the whole 100 MHz frequency band. The instantaneous channel occupancy values were between 0 and 30%, but when the occupancy was filtered with a 5-minute moving average filter, the occupancy was between 0 and 5%. The filtered values confirm that the periods when the spectrum is occupied are very short in time. In addition to the signals interpreted as wireless cameras, only a small number of higher power peaks, probably from narrowband amateur radio services, was detected. The wireless camera transmissions are very low power and difficult to detect, and the studies conducted with a professional level wireless camera in [18] demonstrate that the spectrum observatories are able to detect the wireless cameras only from distances smaller than 250 m. Thus, single-location spectrum occupancy measurements cannot be used to draw strong conclusions on the spectrum occupancy trends over large geographical areas.
One reason why allocating the 2.3 GHz band for MBB in Europe is important is that the frequency band is already in MBB use in other regions. Thus, the transmitter hardware already exists and can be easily implemented in mobile receivers for European market. An economic analysis [19] also indicates that the impact of making 2.3 GHz band available for MBB in Europe could be worth 6.5–22 billion euros. However, the national administrations are unwilling to move the current incumbents to other frequency bands. Such an operation would result in expenses to the incumbents who would need to update their equipment, and in addition, there is a lack of suitable unallocated frequency bands. As the utilization of the 2.3 GHz frequency band appears to be very low, an optimal solution would be to let the current incumbents stay in the frequency band and to allow the MBB operation by exploiting the vacant spectrum resources. Again, the protection of the current incumbents is essential. LSA is needed in the 2.3 GHz band to provide exclusive shared spectrum access to the MBB and to protect the current incumbents.
Working Group Frequency Management (WG FM) established Frequency Management 53 (FM53)—Reconfigurable Radio Systems (RRS) and LSA project team in September 2012. The aim of FM53 was to provide generic guidelines to CEPT administrations for the implementation of the LSA. The European Commission (EC) requested an opinion from RSPG on regulatory and economic aspects of LSA in November 2012 [20], and their final opinion from November 2013 [21] defined that LSA is “a regulatory approach aiming to facilitate the introduction of radiocommunication systems operated by a limited number of licensees under an individual licensing regime in a frequency band already assigned or expected to be assigned to one or more incumbent users. Under the LSA approach, the additional users are authorized to use the spectrum (or part of the spectrum) in accordance with sharing rules included in their rights of the use of spectrum, thereby allowing all the authorized users, including incumbents, to provide a certain QoS.”
Thus, LSA gives the MNOs a predictable QoS through individual licensing and exclusive shared access to the spectrum resources. The MNO accessing shared spectrum through temporary leasing is called LSA licensee. The functionalities of LSA are enabled mainly by two additional units on top of the existing mobile networks: the LSA Repository and the LSA Controller. The LSA Repository is a database containing information on incumbent spectrum utilization, while the task of the LSA Controller is to guarantee protection and interference-free operation for both types of users by using the data from the LSA Repository. The LSA Repository can be managed by the National Regulatory Authorities, the incumbents, or a trusted third party.
The LSA Repository contains information on the spectrum availability for LSA licensees and spectrum sharing rules. This information is communicated to the LSA Controller through a secure and reliable communication path. Based on the information from the LSA Repository, the LSA Controller controls the spectrum use of LSA licensee(s). There may be several LSA Repositories from which the LSA Controller gets the information on spectrum availability and also several LSA licensees’ networks.
Figure 1 illustrates the LSA architecture. Several incumbents provide information on their spectrum utilization to the LSA Repository, which communicates it to the LSA Controller. The LSA Controller provides this information to the MNO operations, administration, and maintenance (OAM), which instructs that the relevant base stations of the MBB network can use the spectrum resources which are not used by the incumbents in the band. These newly available spectrum resources are taken into use to provide additional capacity through carrier aggregation (CA). The underlying spectrum in other frequency bands (blue cells in the figure) is exclusively licensed for MBB transmissions, while the orange cells can provide additional capacity using the LSA spectrum resources in the 2.3 GHz band. On the right side of the figure, the incumbent operation prevents the use of LSA spectrum, and only the underlying MBB spectrum resources can be used. This is illustrated through the absence of orange LSA cells.
LSA architecture (Adapted from [
LSA Spectrum Resource Availability Information (LSRAI) contains the information on the LSA spectrum resource that may be used by the LSA licensee. LSRAI is generated in the LSA Repository and sent to the LSA Controller over the LSA1 interface using LSA1 protocol messages as defined in the ETSI technical specification [23]. The LSA Information Exchange Function to maintain the LSRAI synchronization between LSA Controllers and LSA Repositories and the LSA1 protocol are described in detail in [23].
As defined in [23], LSRAI has the following characteristics:
It contains one or more zones. A zone is an information object which describes a set of operational conditions or restrictions to be applied by the LSA licensee.
A zone has a zone type associated to it (e.g., restriction, protection, exclusion).
A zone contains space, frequency, radio, and time parameters:
Space parameters describing the geographical area to which the restriction applies.
Frequency parameters describing the frequency range to which the restriction applies.
Time parameters describing when the restriction applies.
Radio parameters describing the RF restrictions to be applied within the space/frequency/time combination defined by the above parameters
A zone has a zone ID and a zone configuration index associated to it.
This section considers the feasibility, current status, and evolution of LSA and briefly compares it to the US concept for licensed shared spectrum access; Spectrum Access System (SAS). The work on LSA has been very active in regulation and standardization: CEPT Reports [24, 25, 26], ECC harmonized conditions for the use of the 2.3 GHz band in [15, 27, 28, 29], and European Telecommunications Standards Institute (ETSI) standardization in [22, 23, 30, 31] provide all the measures needed for a National Regulatory Authorities in a CEPT country to create an implementation of LSA. A regulatory evaluation in [32] concluded that LSA implementations are feasible as they provide a simple spectrum sharing approach providing a high degree of certainty for both the incumbent and the LSA licensee with low impact to the systems and the concept has already been tested and approved. The use of LSA is a national matter, which does not require modifications to the ITU-R Radio Regulations (RR) but needs to comply with the current regulations.
A study on the feasibility of LSA from business perspective [33] concluded that LSA implementations could be profitable for MNOs in Finland if they have a reasonably good customer base and well-defined network launch and management. Most importantly, the MNO has to carefully investigate the techno-economics to see if there is a customer base large enough to justify the investments in new spectrum and network resources. A Finnish LSA trial environment is operated in Ylivieska [34, 35], but no commercial deployments of LSA in 2.3 GHz band are available yet. A service pilot with LSA radio licenses to commercial end users operating with incumbent wireless cameras in the 2.3 GHz band was announced in the Netherlands in May 2016 [36], and more pilots are expected in the near future. The LTE MNOs are expected to make fairly static multiyear spectrum sharing contracts with the incumbents to justify investments in building mobile network infrastructure for LSA operation [37]. LSA could also provide mechanisms to mitigate intra-MNO-system interference [37].
A concept called SAS is in development in the USA. It is very similar to LSA, as both of them include incumbent users and licensed shared users who have exclusive shared access to the spectrum. The Licensed Shared Access in SAS is known as Priority Access License (PAL). LSA excludes opportunistic access where no protection from incumbents is provided, but SAS adds an additional third tier for unlicensed opportunistic spectrum access with General Authorized Access (GAA), as shown in Figure 2. PAL users are protected from interference from GAA tier, but not from the incumbents.
Overview of the level of access rights in different tiers of SAS and LSA sharing models.
The SAS design ensures protection also for the incumbents who cannot provide a priori information to a central database. This is a major difference to LSA, where this information has to be communicated to a central database (LSA Repository) in order to protect the incumbents. The incumbents operating in the Citizens Broadband Radio Service (CBRS) band include military services whose information is too sensitive to be stored in a database. Instead, SAS includes Environmental Sensing Capability (ESC) component which uses spectrum sensing to provide the needed data for spectrum access decisions. As [38] states, spectrum sensing is not a trivial matter, especially with the strict requirements in SAS. ESC will not be used in the first phase of SAS deployment, which restricts the SAS operation in the zones with military incumbents near coastal areas until a suitable ESC technology is available. ESC technologies have already been developed and demonstrated in SAS trials [39]. Unlike LSA, SAS standardization is still in progress, but the industrial interest in CBRS Alliance [40] is strong and advances are expected in the near future. The first commercial SAS deployments are expected during 2018 [41] in 3.55–3.7 GHz CBRS [42] band in the USA. Table 1 gives a brief comparison of the key features of the LSA and SAS concepts. More detailed considerations and comparisons from both technical and business perspectives are given in [43, 44].
LSA | SAS | |
---|---|---|
Tiers | Two tiers with individual access | 3-tier system; two tiers with individual access and a third license-exempt tier |
Database | Centralized geo-location database based on static a priori information on the incumbents | Centralized geolocation database with information based on spectrum sensing technologies |
Spectral efficiency | Less efficient use of spectrum | More efficient use of spectrum |
Use of spectrum | Current version is a static framework for long-term spectrum leasing in 2.3 GHz band. Future LSA evolution will include spectrum sensing to provide more dynamic use of spectrum | GAA tier enables very flexible and dynamic short-term use of spectrum with a very low entry barrier, but the GAA spectrum access and quality are less certain than with the exclusive LSA licenses |
Software and hardware | Minimal additions to the existing 3GPP network ecosystem. | Requires new near real-time sensing capabilities and big data and spectrum analytics |
Complexity | Less complex | Very complex due to the spectrum sensing needed for the GAA tier |
Adaptability | Initially focused on Europe but easily adaptable to other regions | Initially specific to US federal use, additional adaptability is needed for other regions |
Brief comparison of LSA and SAS concepts.
LSA and SAS are currently defined for use only in the mentioned frequency bands with their specific incumbents, but the basic operational principles are straightforward to adopt to other sub-6 GHz frequency bands, where spectrum sharing is more relevant. Spectrum sharing is less relevant in higher frequency ranges, such as mmWaves, where wireless communication is not so much limited by interference, but the higher path losses. The ETSI LSA standardization was done partly in liaison with the 3rd Generation Partnership Project (3GPP) [45], which has studied how LSA could provide a global solution for a 3GPP MNO in [46]. LSA has also been recognized as one of the future technology trends for IMT in the ITU-R Working Party 5D on IMT systems [47].
5G and its new use cases require a more dynamic approach to access shared spectrum resources than ETSI LSA for 2.3–2.4 GHz band can provide. Spectrum sensing techniques are needed as the more dynamic access to spectrum cannot be achieved by using static a priori information. The dominant problems in spectrum sensing are the removal of shadowing and multipath fading. Methods to overcome these problems through cooperative mobile measurements to create interference maps are discussed in [48], but the current technologies related to spectrum sensing are still not able to guarantee protection from harmful interference [43].
A concept called LSA evolution is currently under development. The use of spectrum sensing is considered to provide more dynamic version of LSA, which is needed for the novel 5G use cases [49, 50]. The original LSA specification assumes that the spectrum is available for the operator always when the incumbent does not use the spectrum. The spectrum is available for the operator within the regulative area, like country borders, excluding the areas where the incumbent uses the spectrum. From spectrum perspective, high QoS is achieved when the incumbent does not use the spectrum.
The interest in private LTE and 5G networks has grown due to the increased number of IMT frequency bands, higher frequency ranges, variety in spectrum assignments for 3GPP technologies, and revolution of wireless industrial communication [51]. The feasibility study [52] addresses these issues and applies learning from the later developed SAS/CBRS system at the same time. The study considers, for example, how to provide temporary spectrum access for local high-quality wireless networks.
The new concepts for LSA evolution include short-term license periods, possibility to allocate spectrum locally, and supporting co-primary sharing, which can guarantee the quality of service from spectrum perspective [49, 53]. Most LTE use is static, when the spectrum assignments are considered. Even if the user equipments (UEs) are mobile, the spectrum use is more determined by the eNodeBs. They traditionally require masts, electricity, backhaul connectivity, and professional installers.
The temporary LTE or 5G spectrum access is most likely to be related to PMSE, Public Protection and Disaster Relief (PPDR), or Test and Development (T&D) licenses. The current mobile networks are wide area networks even if they are built for capacity. Most private LTE and 5G networks are local. PMSE, PPDR, and T&D networks are both temporary and local and thus can benefit most from LSA evolution.
This section presents a trial of LSA evolution system developed for 5G PMSE use case. The trial focuses on utilizing LSA for sharing spectrum in 2.3–2.4 GHz band between wireless cameras (PMSE) and mobile network operator (MNO) serving users. When the spectrum is required by the incumbents, such as wireless video cameras during a sports event, the transmissions of the mobile network in this area need to be controlled to allow the operation of the wireless cameras in the band. The mobile network base stations on this band can be shut down or their transmission powers and potentially operating frequencies controlled.
The developed LSA evolution system allows to set priorities for different users of the spectrum, and thus it is possible, for example, to give the highest priority to the old/proprietary PMSE systems which cannot communicate bidirectionally with the spectrum manager, which includes the functionalities of LSA Controller and LSA Repository. The LTE/5G-based equipment can be controlled (their transmission frequencies and power levels adjusted) so that no interference is caused toward the old/proprietary PMSE equipment or other LTE/5G-based equipment.
The trial assumes that the broadcasters and other PMSE stakeholders may have a mixture of proprietary and LTE/5G PMSE wireless technology in use in the future. This trial demonstrates how broadcasters can gradually move from proprietary 2.3 GHz wireless camera technology to 2.3 GHz LTE/5G PMSE. Both old and new equipment can be used simultaneously within the trial system. One major advantage of LTE/5G radio-based PMSE is that the spectrum manager can directly control the equipment (e.g., change its operating frequency to avoid interference). Another advantage of having an own PMSE LTE/5G system compared to using commercial LTE/5G networks for the PMSE traffic is that the PMSE stakeholder is able to fully control the use and thus the load of its own PMSE system.
The architecture of the trial setup shown in Figure 3 consists of PMSE equipment operating occasionally on 2.3 GHz band and MNO LTE network operating on 700 and 2.3 GHz bands. This represents a situation where MNO employs additional capacity on 2.3 GHz band using, for example, supplemental downlink (SDL) concept. Proprietary PMSE equipment represents an OFDM-based proprietary solution for wireless cameras operating on the band. PMSE LTE in Figure 3 is a rapidly deployable LTE/5G network for PMSE purposes. Commercial base stations and LTE terminals were used in the trial. The proprietary PMSE equipment was emulated in the trial with a DVB-T/DVB-T2 transmission and Samsung S8 phones streaming video served as LTE-based PMSE equipment.
Spectrum demonstration architecture.
Spectrum manager orchestrates the operation of the different systems on 2.3 GHz shared band. PMSE system information is collected with a web-based reservation system, where the users of the devices can make reservations for their intended use. The reservation system has been piloted in the Netherlands in 2017–2018 [34]. The control of the PMSE devices also takes place through the reservation system so that the user of the devices is informed about the required spectrum use changes and the user has to deploy the configuration changes in their devices.
Both PMSE LTE and MNO LTE systems have a direct machine-to-machine (M2M) interface between the radio equipment and the spectrum manager. The priority order considered in the trial is as follows, from highest to lowest: PMSE, PMSE LTE, and MNO LTE. When the priority user changes the configuration of the LTE network, a notification about the change is automatically received in the spectrum manager. The spectrum manager processes the changed spectrum situation and evaluates if the lower priority use may cause harmful interference to the higher priority use. If there is a risk of interference, the spectrum manager evaluates which changes would be required to accommodate the higher priority use and to maintain the best possible service level also for the lower priority use.
On the high level, interference mitigation is implemented so that if there are frequency channels available, the lower priority use is transferred to those channels. If there are no other channels available, the power level of the secondary user is reduced or the transmission is denied. In this demonstration, the higher priority user is able to select the frequency channel to be used. An option for this could be that the higher priority user has the right to the spectrum resource in the band, but the specific frequency channel is determined by the spectrum manager.
The main target of the performed trial is to demonstrate the LSA evolution functions developed to the spectrum manager to enable dynamic spectrum sharing between users with different levels of priority. The steps performed in the trial were:
MNO LTE1 (700 MHz) and MNO LTE2 (2.3 GHz) serving users (web surfing, video streaming).
PMSE LTE (2.3 GHz) turns on as a rapidly deployable network for PMSE, and spectrum is available for both MNO LTE2 and PMSE LTE.
PMSE user registers to the spectrum manager registration system, on the frequency currently in use for PMSE LTE.
MNO LTE2 limits its transmission power (if necessary) to follow interference limits, and the users remain connected to at least B28 (700 MHz) base station.
PMSE LTE changes channel to give space to PMSE.
Proprietary PMSE equipment turns on.
Corresponding snapshots of the 2.3 GHz spectrum band are illustrated in Figure 4. First, the lowest priority LTE service, such as SDL of MNO LTE2, operates in the band. Then, PMSE using rapidly deployable LTE air interface (PMSE LTE) requests for spectrum. At the same time, there is enough free spectrum for both to operate. Then, the proprietary PMSE equipment requests for spectrum, and the spectrum manager allocates suitable frequencies and power levels for all users. If necessary, MNO LTE2 adjusts the transmission power according to regulated interference limits to allow for the operation of higher priority users. Also, PMSE LTE that is controlled by the spectrum manager via M2M interface switches frequency (e.g., due to the limitations of proprietary PMSE equipment tuning range). Finally, all three networks operate on the shared spectrum without causing interference to each other.
2.3 GHz spectrum use corresponding to trial steps.
A mobile service of a mobile network operator consists of different mobile network technologies, like GSM, WCDMA, LTE, and 5G. Each of the technologies, especially LTE, has several frequency bands. The bands below 1 GHz are coverage bands, and the bands above 2 GHz are capacity bands. The capacity bands are available only in densely populated areas.
Mobile phones primarily make the decision which technology and which band(s) they use. The availability of the LSA secondary bands cannot be guaranteed at any time or location, but the situation does not differ much from the availability of the capacity bands, when considering the availability of the bands from the mobile device perspective. At an arbitrary location and time, only a part of the deployed technologies and frequency bands are available for a specific mobile device. The generic secondary LSA spectrum use fits best to 5G enhanced Mobile Broadband (eMBB).
The original LSA was developed to allow mobile as a secondary user on the bands, which have other types of priority users. The recent development in ETSI RRS considers LSA for local high-quality networks. The main issue to ensure a guarantee of quality is to have a sharing agreement, where the LSA user is the primary user and is protected from interference. When the LSA users have a primary status and when they are protected from interference, LSA can be used also for 5G Ultrareliable Low-Latency Communication (URLLC).
When the 5G massive Machine-Type Communication (mMTC) is deployed in coverage networks, LSA may not be the best solution, as the spectrum sharing in the coverage bands is not as beneficial as in the capacity bands. On the other hand, many of the sub-GHz wide-area IoT networks operate on license-exempt bands, which cannot guarantee quality of service either.
The LSA spectrum sharing does not change mobility or handovers in the mobile networks compared to non-LSA mobile networks. The main issue in this respect is the graceful shutdown. The sharing agreement may allow a reasonable delay, i.e., several minutes or more, between the moment information that the primary user requiring interference protection arrives and the moment when the interference protection has to be carried out in the LSA system. In that case, the operations, administration, and maintenance (OAM) of the mobile network can force the mobile to non-LSA bands before the LSA system deploys the interference protection in the LSA band. The graceful shutdown is not a part of the LSA system but rather a feature of the OAM.
This chapter has discussed why spectrum sharing is needed and introduced the LSA concept developed to provide a predictable QoS and exclusive access to shared spectrum resources. The first phase of LSA development and standardization created a somewhat static system and rules for the use of LSA in the 2.3–2.4 GHz frequency band. This version of LSA is best suited to facilitate access to sub-6 GHz frequency bands where the existing incumbents are not efficiently using their spectral resources.
However, the novel use cases in 5G require a more dynamic access to the spectrum and novel solutions for coordinated control and spectrum management. Spectrum sensing techniques are needed to provide the more dynamic access to spectrum, as the current version of LSA and its static spectrum allocations are insufficient for this. The spectrum sensing techniques however still need to evolve to be able to guarantee protection from harmful interference.
The development of LSA evolution is underway, and the other new concepts needed for LSA evolution include short-term license periods, possibility to allocate spectrum locally, and support for co-primary sharing, which can guarantee the QoS from spectrum perspective. The chapter also described a demonstration of LSA evolution system with spectrum user prioritization, which was created for 5G PMSE use case.
This work is supported by Business Finland under the project Critical Operations over Regular Networks (CORNET). The views expressed in this contribution are those of the authors and do not necessarily represent the projects.
Trust in leader has been discussed in numerous studies and across several disciplines. Trust can be defined as “the belief that something/someone is true or correct, or that you can rely on it” [1]. In current business world, leaders play a major role in the outcomes of organizations. These can be turnover, environmental responsibilities, wellbeing, social image, and market elements. It is widely believed that trust carries a vital importance in the relationship between leader and follower. The higher the extent of trust, the higher the likelihood of positive behavioral and performance outcomes. Sciences such as psychology, behavioral science, neuroscience, education, and politics have noted the aforementioned vitality. To provide a thorough understanding on the linkage of leadership and trust, an array of recent studies have been reviewed. In this sense, different styles of leadership and their impact on trust are highlighted. This provides a pathway for comprehending how trust as a psychological factor is linked to leadership and subsequently, employee and organizational outcomes.
The manner in which businesses are managed, requires leaders to meet high standards by being able to comprehend data, communicate and interact across various media channels, be aware of political situations and changes. Notably, leaders are to provide quality services, and compete with others for achieving organizational success [2]. For leaders, it is imperative that their bonds and linkage with others (staff or clients) are recognized as a prevalence for business conduct. This becomes more explicit in service sectors as human interaction are constant or higher compared to other industries. However, empowering followers, focusing on their wellbeing, and provision of an organizational culture, where resilience is encouraged have become easier to comprehend through development of neuroscience and other relevant fields of psychology and behavior. Emergence of these disciplines have provided a combination of scientific and psychological factors that aid leaders in obtaining higher levels of effectiveness [2]. Making better decisions, finding new solutions, regulating emotions, sense of teamwork, and being more influential on others as well as implementing change more smoothly are among the traits that a leader with scientific knowledge can exhibit [3]. Neuro-leadership has been examined in human services with consideration of issues such as, effect of toxic leadership, turnover, and organizational culture. These are reflections of a leaders’ approach, staff and their engagement with job, and organizational trust [4]. Leader is not a mere title in business but rather a behavioral framework, in which the linkage between leader and their staff is focused [5]. In this sense, there are three fundamental aspects, which are required to exist that are namely, leaders’ commitment, harmonized followers, and a mutual aspiration towards the firms’ vision among all members.
Among the attributes and traits of leaders, trust is a key factor that can lead to emergence of positive behavioral outcomes. Psychologically, trust can lead to employees exhibiting extra role behaviors, volunteer intent, engagement, higher job satisfaction, and performance. Embedded in the premise of leader-member exchange (LMX) theory [6], a two-way relationship between leader and their followers is shaped through trust, emotions, and respect. It is important to note that from psychological perspective, trust is a fundamental element for psychosocial development [7]. In this regard, leaders may treat each individual differently and thus, have high or low quality exchanges, which will lead to varying perceptions and trust degrees among staff. The higher the quality of exchanges between leader and follower, the higher the extent of trust, respect and obligation and vice versa [8]. Based on LMX, leader and follower become acquainted (from not knowing one another) in a process that matures through exchanges and is shaped by support, loyalty, respect, emotions, and trust that are mutually inclusive. This highlights the psychological, and social capabilities of a leader to establish an environment, in which individuals can thrive as their psychology is engaged with the workplace. Therefore, leadership and trust should be taken into consideration from both negative and positive aspects.
As noted, leaders can boost or dampen trust based on their approach and behavior. Toxic leadership can be referred to as traditional, autocratic and against values and ethics of work in a social setting. Toxic leadership leads to negativity in organizational culture with significant effects on work processes, approach towards operations, which become highly vivid in times of difficulty and crises [9]. Leaders, who deploy such approach disregard and diminish social values at work and ethical means of business conduct. A negative culture is cultivated through this approach that comprises fear, which in turn lowers engagement and response. Boldly, toxic approach of a leader can hinder welfare and wellbeing due to excessive stress. Decreased morale, emotional drainage, and lack of trust are among the explicit outcomes of this style which turns to higher rates of turnover and burnout.
The word toxic can be applied not only to leaders, but to management, organizations, and work environments [10]. Albeit, being a toxic leader varies from transactional or ‘hard individual’ [11]. It is interesting to note that only individual characteristics are not determinants of toxic behavior. In this sense, traits (behavioral), and factors such as, culture, climate, and environment can be influential in the extent of toxicity. While personal characteristics (e.g. hard or tough, and authoritarian-directed) are important for understanding and pinpointing toxic leadership, culture has been noted to be significant for thoroughly analyze this behavior [12]. Thus, it can be interpreted that toxic characteristics of a leader can be enhanced through proper organizational culture and environments. Such aspects can be integrated in organizational strategies for further development.
Notably, communication techniques or attitude of a leader are not the predictors of a toxic persona, but rather dynamics of toxicity are derived from negative discouraging effects [13]. Thus, such leaders may prove to be very efficient in their tasks. However, they add fuel to the fire of a climate or culture that subdues wellbeing of followers/staff. In other words, instead of motivating and aspiration, they tend to control others, leaning towards a toxic climate. Turnover, drug or substance abuse, lowered motivation and productivity, and other negative outcomes arise through such approach in the workplace.
In this sense, as trust is a psychological state which incorporates depending on other(s) based on expectations and intentions, and acceptance of being vulnerable [14].
This style is the by-product of praising shared, transformational, and democratic leadership styles, which focus on the leaders’ role as a single player in decision-making, autonomy, an authority. In this sense, empowering leaders inherit foundational frameworks of the aforementioned styles, and reshape it into a different structure. Empowering leadership delegates autonomy and responsibilities of managers among members of the firm, leading to a shared power situation that constantly promotes inner motivation [16]. As empowering leaders delegate responsibilities, they create a sense of involvement, commitment, and support for individuals for improving professional aspect of their lives. Through self-determination theory [17] individuals meet the needs to thrive, develop and psychological wellbeing via autonomy, relatedness, and competence. This leads to high levels of self-satisfaction. Empowering leaders further provide psychological strengthening that is explained through social exchange theory (SET) [18]. This theory states that emotional support, encouragement, and desirable incentives can enhance self-efficacy for carrying out tasks at job. Moreover, SET incorporates the link between empowering leadership and trust. Trust is accumulated through gathering data regarding an individual or via a cognitive evaluation of the bond and experiences with that individual. Being trustworthy is considered to be the most vital virtue of a leader. Honesty of a leader blooms trust in their followers and thus, leaders’ behavior is adjusted accordingly.
Sense of security and positivity is created, when trust in leader/manager is developed by staff. This is while stress, burnout, lack of engagement, lowered focus and other negative emotions arise when trust lacks. It is perceived by employees that personal achievements are likely to fail, when trust in leader is absent, which leads to reduced job satisfaction and development of negative attitudes towards the firm, colleagues and leader [16]. It has also been noted that empowering leaders can trigger innovativeness by fostering trust. Through trust leaders are able to exchange knowledge with their followers, which can lead to emergence of new ideas. The mediating effect of trust in leader on creativity and empowering leadership has been noted in the literature [19]. As staff are given power in the company, they are more likely to develop trust, since the organizational climate provides support and respect. Subsequently, staff will tend to be more involved and make an effort to aid the organization. If members have high uncertainty avoidance, empowering leaders should utilize trust as an element for promoting innovativeness. Thus, employees, who trust in their leader are more capable of handling risk and dealing with the unknown [20].
When concern is genuine and is combined with care and emotions, trust in leader is shaped as affect-based [19, 21]. This is reflected in a sincere feeling of empowerment for employees by the leaders’ behavior, which in turn enables the staff to exhibit higher rates of creativity. Self-efficacy is facilitated when leaders are trusted, especially when their guidance is sought by their followers. Empowering leaders show confidence in their followers, which in turn enhances their performance [22]. This is while employees who do not trust their leaders will limit the effectiveness of empowering leaders on self-efficacy, hindering their creative abilities. Thus, this style of leadership is adequate for those with high levels of uncertainty avoidance, and have developed affect-based trust in their leader.
This style of leadership is effective on individual and team levels as well as being applicable in any society [23]. It focuses on improvement on a constant basis through competence of followers and their trust in leader. The extent of trust in leader is among the main predictors of organizational identification and improvement in the firm, which is highly influenced by the behavior of a leader. Transformational leaders are successful in enhancing trust for their employees, making them feel belonged to the organization, and thus, improve performance and outcomes of the company. SET implies that experiences that are shared among individuals lead to exchanges that are embedded with reciprocation. This further shows the vitality of trust in relationships among individuals, and particularly in the bond between a leader and follower. Trust is the glue that holds a linkage between a leader and their followers and is regarded as the risk and vulnerability that are perceived [14]. Individuals in the firm assume trust based on the treatment they receive from the firm and especially, its leader. This treatment has to be fair and desirable so that trust can be built. Moreover, confidentiality, identification with the firm, and safety are important factors for an individual in a company to build his/her trust.
The leader or supervisor of a company is regarded as the agent, which makes them extremely important for creation and establishment of trust. Trust in leader has been linked to a variety of positive outcomes such as, performance, satisfaction, autonomy, extra-role behavior, and creativity and innovation as when employees trust their leader, the workplace environment becomes safe and nurturing. Transformational leaders focus on provision of motivation for their subordinates and push them towards performing beyond the norms. Additionally, they provide meaning and value for the goals that are to be achieved. This enables the transformational leader to meet higher needs of their followers, and aspire self-interest. Idealized influence is among the characteristics of these leaders, which triggers trust as followers can take their leader as a role model [24]. They emphasize on organizational goals prior to their own, which further induces affective trust in their followers. Provision of feedback, variations in tasks, and autonomy in decision-making are among the key factors that a transformational leader uses to facilitate trust. Furthermore, they use their charismatic personality to motivate followers towards seeking organizational goals with higher commitment. This leads to an environment, where trust is fostered as vision is shared and workplace has harmony [25].
Transformational leaders project trustworthiness, which is defined as integrity, benevolence, and ability and is regarded as a major element for followers to trust in their leader. Moreover, these leaders elaborate on company’s vision and goals in a manner that attracts others. This is referred to as inspirational motivation and enables staff to be more focused on their tasks, and in turn have more trust in their leaders. They have high concerns for the needs of their followers and seek to strengthen them through various means. This is referred to as individualized consideration, which shows high levels of genuine care that will lead to followers perceiving their leader as a trustworthy individual. Employees are more likely to exchange information and knowledge, when trust is present [24, 25]. Though means such as, technology, management, and infrastructure aid employees in gaining knowledge and improve their abilities, it is not enough to have a sufficient communication flow. This is where trust shows its importance as personal features such as, reputation and fulfilling promises are factors that facilitate trust. Thus, the role of leader is imperative for establishing a smooth communication process, in which trust can be built. Communication becomes more efficient as trust is built, and knowledge sharing, cooperation, and better interactions are shaped as leaders provide an atmosphere, where employees have necessities for proper interaction. This in turn, leads to higher levels of trust [26].
In the light of what was mentioned, trust in leader is regarded as a psychological process between a transformational leader and his/her followers, which leads to sense of identification with the firm by employees, and allows them to improve on a constant manner. Embedded in the premise of SET, transformational leaders are more effective in establishing trust, when compared to other traditional leadership styles such as, transactional or charismatic. This is due to the fact that transformational leaders develop the workplace through social exchanges and not economic ones. This is the main difference between transactional leadership and transformational in developing trust. Similarly, charismatic leaders are less successful in building trust, when compared to transformational due to their focus on organizational goals. SET explains how reciprocation is the basis of leader-follower linkage. Transformational leadership is more effective in building trust among traditional styles. As followers trust in their leader and exchanges between them grow, the sense of organizational identification and belongingness improves, which positively impacts employee performance. Transformational leadership is known as an antecedent of newer styles such as, servant leadership, and has been known to be of significance in modern contexts of business.
This style of leadership as the name shows, focuses on serving others. In this sense, servant leaders tend to serve their followers’ needs and wants before their own [27]. The theoretical foundation and nexus of servant leadership can be found in chaos theory, where decentralization, differentiation of tasks, collaboration, flexibility and adaptability of structures and processes, participation, and autonomy are focused [28]. In the premise of chaos theory, it is important to recognize the difference between unpredictability and complexity, and randomness. While the former have causes whether known or unknown at the time of occurrence, the latter refers to events that have no cause. Chaotic systems comprise
From an individual perspective, servant leaders constantly seek skilled followers and value their input and ideas. This is a means for establishing trust between leader and followers. Moreover, responsibility of failure or negative results is taken by the servant leader, which further promotes trust. From a cultural perspective, servant leaders affectively facilitate a learning environment through role model behavior, training, and initiatives that enhances the atmosphere of work. As they create personal bonds with their followers, collaboration, value and accountability are promoted and learning is motivated. Furthermore, servant leaders exhibit high levels of integrity, which further established the notion of trust [30, 31].
Servant leaders are employee-oriented [30, 31], with significant influence on positive outcomes in different sectors and industries, and levels (personal, team, and organizational). As these leaders are people-centric, their effect in service industry has been note to be significant as they focus on others’ wellbeing and serving their needs, which goes beyond the organization, and to the society. Through personal and close bonds with followers, servant leaders are able to facilitate higher qualities of relationships, which in turn can be seen in performance of their followers. Early works on servant leadership indicates a number of dimensions that are namely, listening, empathy, healing, conceptualization, awareness, persuasion, stewardship, building community, foresight, and high commitment [32]. In this sense, servant leadership and transformational leadership share features of vision, being influential, and trust. Servant leaders distinguish themselves from transformational, transactional and charismatic leaders with their emphasis on development and wellbeing of others around them. With altruism, servant leaders tend to their followers’ needs and goals prior to their own, or the organizations’ goals. This behavior puts the attention and focus on others and their progress rather than making the leader a sole importance.
Characteristics of a servant leader predict various behavioral outcomes such as, trust. They can further enhance trust in organization as they act as stewards of the firm. Due to the fact that trust plays a major role in the relationship between a leader and his/her followers, interpersonal trust, communication, harmonization, and integrity of the leader become vivid elements. Notably, trust and its existence provides a stable climate within the organization, which leads to positive results. Servant leaders foster trust by being role- models and serving others. Long-lasting relationships with their followers, trusting their peers and strong personal bonds distinguish servant leaders from traditional styles. Regardless of philosophy of the firm, servant leaders focus on provision of care to others and exhibition of trustworthiness behavior [33]. Via open communication, honesty, moral integrity, and empathy, servant leaders create an atmosphere, where trust can shine and commitment is promoted. As followers perceive care for their wellbeing, and support for their professional and personal development, they are more likely to trust in servant leaders [27].
This style merges the science of brain with leadership for better motivation, influence and adjusting changes while promoting engagement with the staff to comprehend their responses [34]. Various circumstances trigger reactions in the brain that can be linked to marketing, economics, and leadership. Leaders and leadership can benefit from the emergence of neuroscience and its bond with psychology to better grasp the factors that influence behavior unconsciously. Leaders with knowledge of biology can deploy their awareness towards enhancing performance of those, who work with/for them. Considering the recency of this area, it has been argued that neuro-leaders can generate trust as they understand the mechanisms of brain and implement this understanding in their strategies. In turn, they can shape a climate at workplace that fosters wellbeing, retention, productivity, effectiveness, and more energy for work [34, 35]. Neuro-leaders are to exhibit vulnerability, humility, and integrity alongside being optimist, present, and actively engaging with their subordinates.
Linked to transformational leadership model, an atmosphere of positivity is shaped in the organizational culture that leads to better performance levels. Usage of influence and authenticity for bonds between leader and follower is shared in neuro and transformational leadership styles. Furthermore, servant leadership emphasizes on serving others that fosters positive relationships and promotes appreciative, engaging and integrated behavior from the leader. Organizational trust has been noted to be shaped through
Trust factor | Leadership trait |
---|---|
Ovation | Recognition of excellence and expect logical performance |
Yield | Discretion in task completion, and encouragement |
Openness | Communication, listening and sharing |
Caring | Authentic relationship creation with intent |
Invest | Facilitate growth for individuals |
Natural | Authentic leadership, integrity, being humble and vulnerable |
Trust factors and leadership traits – derived from Zak [35].
Neuro-leaders can emphasize on trust through their knowledge of science and psychology, leading the firm towards a higher level of change acceptance, resilience, and retention of talent. When trust is highly embedded in a company, productivity increases, collaboration develops, and relationships among members last longer, when compared to firms in which trust is lower. As trust is a psychological and vital factor, wellbeing and quality of life are affected by its level. For instance, chronic stress can be lowered, which adds to the overall healthiness of individuals. Leaders commonly understand this crucial factor and tend to focus on development of trust in their firms. However, neuro-leaders possess the know-how of enabling trust to grow. Having purpose can release oxytocin similar to sense of trust on a mutually inclusive manner. Work becomes joyous when it is combined with purpose and a trustworthy environment. Thus, neuro-leaders focus on stimulating oxytocin to increase engagement, wellbeing, performance, and other positive elements in the workplace [34, 35].
Neuro-leaders can reshape organizational culture through building factors, situations and practices that trigger oxytocin for individuals in the company.
The environment of work has changed as the technological advances reshape our world. Virtual or online platforms now allow people to carry out their work from a laptop regardless of their location. Communication has evolved from its traditional form and individuals can work together without having met each other in person. Accordingly, the context of leadership and management has adjusted to this new business environment [36]. This virtual era has aided firms to become more resilient, and flexible to meet the demands of market and thus, a leadership style that is adequate for this instance is referred to as E-leadership or virtual leadership. The concept can be explained as a means of being influential on behavior, attitude, thoughts and feelings, and performance of workforce through the medium of technology [37]. E-leaders have to overcome the challenges of this modern and advanced working environment. In this sense, both traditional challenges of handling teams and virtual management become apparent.
The role of these leaders are vital as the virtual workplace does not provide constant in-person interaction. It has been noted that leading the virtual workplace is reliant on both transformational and transactional leadership [38]. Efficiency of teams can be enhanced through the aforementioned styles as they can facilitate uncertainty and where trust is not present. Efficiency of online/virtual teams incorporate both satisfaction of employees and the extent of their performance. In such environment, communication can vary from distance to face-to-face depending on the work itself and thus, conflict management becomes more difficult to handle. Due to varying communications, interactions differ from standard and members can grow apart as they do not interact physically. As such, e-leaders face issues regarding coordination, trust building, conflict management, and shared mental settings in their teams. Comparably, this is much more complex than having a traditional organizational format [39].
Accordingly, various levels of work require leaders to have strategies and measurements for each construct. Team level consists of global, shared, and configural constructs [40]. Global construct explains a team-level setting that does not include individual elements [39]. In other words, global features of team are not based on individual characteristics. Shared construct refers to a collective situation, where members share perception (e.g. quality or extent of cooperation and coordination to task completion among tem members). Experiences, attitudes, perception, values, cognitions, and behaviors that are common among the members are referred to as the shared construct [40]. Cohesion of the team, its norms, climate, and mental models are among the shared constructs. Similar to shared construct, configural features of a team reside in the characteristics of individual team members. This construct includes pattern, variations and array of each members’ characteristics such as, interpersonal network density of the team, its personality composition, and diversity (e.g. age).
E-leaders are aware of the abovementioned constructs and utilize this understanding to overcome challenges of lack of social presence among team members. This lack leads to decreased trust, which e-leaders must control through collective identity and proper communication means for their teams. Thus, e-leaders endeavor to establish a common meaning and perspective so that trust is enhanced [37]. In this sense, a number of factors are influential on trust in virtual teams such as, time, culture, geographical proximity and interactions that can be both online and face-to-face. As virtual systems are temporary, trust in such systems is also not permanent. This is mainly due to lack of direct management. Therefore, trust has been noted to be instant in a virtual setting. As virtual teams are vulnerable, trust becomes more important and difficult to establish. Hence, the strength of transformational leadership has been proven to be significant in this case, more than transactional. Both styles are linked to virtual settings and their effectiveness in establishing collective trust has been shown. Through expression of concern for needs of members, a transformational leader can generate trust, and exhibition of will to achieve the goals of the group. This is while transactional leader establishes trust through maintaining their promises and showing respect and fairness. It is imperative that trust is built so that a virtual team can obtain its goals and remain efficient. As interactions are coordinated, existence of trust enhances performance and increases satisfaction for the individuals in the team.
Leaders use different means of technology to provide feedback, signals and messages through an integrated format and tailored tones for each individual in the team. This is referred to as media richness that is a moderating factor for e-leaders in online settings of work, and its efficiency that is based on trust and cohesion [37].
Especially in the occurrence of global pandemic, virtual leaders have become more crucial for organizations. These leaders can aid the business to survive and avoid bankruptcy. E-leaders operate remotely and maintain virtual interactions with more emphasis on those, who might have issues with the technology and thus, are less likely to trust and communicate through virtual settings [41]. Ethical issues, cultural differences, and communication means are main challenges of building trust for e-leaders alongside usage of technology in a manner that will keep the leader effective. In this sense, e-leaders rely on education, training, and development practices to build trust for their followers, and they endeavor to maintain a high standard of communication, and coordinating tasks among team members.
Leaders can deploy different aspects of highlighted models in this chapter so that their approaches are enhanced and developed. While some characteristics are deeply embedded in individuals, recent studies show that organizational elements, culture, environment, and psychological dimensions such as, coping mechanisms, burnout, and wellbeing are influential. This suggests a pathway for leaders to adjust their styles with current demands of business in the modern world, especially during and after global pandemic of Covid-19, which has drastically changed work environment. Resilience, flexibility, and change are essential for leaders to maintain competitiveness in markets. Thus, regardless of its difficulty or uncertainty, leaders should endeavor to effectively lead their firms towards sustainable advantages, and higher levels of productivity. Leaders can adjust their approach towards their followers, considering various elements that can boost trust. In turn, this will lead to better performance and a positive workplace, leading to organizational achievements.
The authors declare no conflict of interest.
The authors would like to show appreciation and gratitude to Mr. Mark Unwin, and Ms. Marjaneh Arasteh.
IntechOpen’s Academic Editors and Authors have received funding for their work through many well-known funders, including: the European Commission, Bill and Melinda Gates Foundation, Wellcome Trust, Chinese Academy of Sciences, Natural Science Foundation of China (NSFC), CGIAR Consortium of International Agricultural Research Centers, National Institute of Health (NIH), National Science Foundation (NSF), National Aeronautics and Space Administration (NASA), National Institute of Standards and Technology (NIST), German Research Foundation (DFG), Research Councils United Kingdom (RCUK), Oswaldo Cruz Foundation, Austrian Science Fund (FWF), Foundation for Science and Technology (FCT), Australian Research Council (ARC).
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In Southeast Asia, for example, Talaromyces marneffei is an important pathogenic thermally dimorphic fungus that causes systemic mycosis. Widespread fungal infections with complicated and variable clinical manifestations, such as Candida auris infection resistant to several antifungal medicines, Covid-19 associated with Trichoderma, and terbinafine resistant dermatophytosis in India, are among the most serious disorders. \r\nInappropriate local or systemic use of glucocorticoids, as well as their immunosuppressive effects, may lead to changes in fungal infection spectrum and clinical characteristics. Hematogenous candidiasis is a worrisome issue that affects people all over the world, particularly ICU patients. CARD9 deficiency and fungal infection have been major issues in recent years. Invasive aspergillosis is associated with a significant death rate. Special attention should be given to endemic fungal infections, identification of important clinical fungal infections advanced in yeasts, filamentous fungal infections, skin mycobiome and fungal genomes, and immunity to fungal infections.\r\nIn addition, endemic fungal diseases or uncommon fungal infections caused by Mucor irregularis, dermatophytosis, Malassezia, cryptococcosis, chromoblastomycosis, coccidiosis, blastomycosis, histoplasmosis, sporotrichosis, and other fungi, should be monitored. \r\nThis topic includes the research progress on the etiology and pathogenesis of fungal infections, new methods of isolation and identification, rapid detection, drug sensitivity testing, new antifungal drugs, schemes and case series reports. It will provide significant opportunities and support for scientists, clinical doctors, mycologists, antifungal drug researchers, public health practitioners, and epidemiologists from all over the world to share new research, ideas and solutions to promote the development and progress of medical mycology.",coverUrl:"https://cdn.intechopen.com/series_topics/covers/4.jpg",keywords:"Emerging Fungal Pathogens, Invasive Infections, Epidemiology, Cell Membrane, Fungal Virulence, Diagnosis, Treatment"},{id:"5",title:"Parasitic Infectious Diseases",scope:"Parasitic diseases have evolved alongside their human hosts. In many cases, these diseases have adapted so well that they have developed efficient resilience methods in the human host and can live in the host for years. Others, particularly some blood parasites, can cause very acute diseases and are responsible for millions of deaths yearly. Many parasitic diseases are classified as neglected tropical diseases because they have received minimal funding over recent years and, in many cases, are under-reported despite the critical role they play in morbidity and mortality among human and animal hosts. The current topic, Parasitic Infectious Diseases, in the Infectious Diseases Series aims to publish studies on the systematics, epidemiology, molecular biology, genomics, pathogenesis, genetics, and clinical significance of parasitic diseases from blood borne to intestinal parasites as well as zoonotic parasites. We hope to cover all aspects of parasitic diseases to provide current and relevant research data on these very important diseases. In the current atmosphere of the Coronavirus pandemic, communities around the world, particularly those in different underdeveloped areas, are faced with the growing challenges of the high burden of parasitic diseases. At the same time, they are faced with the Covid-19 pandemic leading to what some authors have called potential syndemics that might worsen the outcome of such infections. Therefore, it is important to conduct studies that examine parasitic infections in the context of the coronavirus pandemic for the benefit of all communities to help foster more informed decisions for the betterment of human and animal health.",coverUrl:"https://cdn.intechopen.com/series_topics/covers/5.jpg",keywords:"Blood Borne Parasites, Intestinal Parasites, Protozoa, Helminths, Arthropods, Water Born Parasites, Epidemiology, Molecular Biology, Systematics, Genomics, Proteomics, Ecology"},{id:"6",title:"Viral Infectious Diseases",scope:"The Viral Infectious Diseases Book Series aims to provide a comprehensive overview of recent research trends and discoveries in various viral infectious diseases emerging around the globe. The emergence of any viral disease is hard to anticipate, which often contributes to death. A viral disease can be defined as an infectious disease that has recently appeared within a population or exists in nature with the rapid expansion of incident or geographic range. This series will focus on various crucial factors related to emerging viral infectious diseases, including epidemiology, pathogenesis, host immune response, clinical manifestations, diagnosis, treatment, and clinical recommendations for managing viral infectious diseases, highlighting the recent issues with future directions for effective therapeutic strategies.",coverUrl:"https://cdn.intechopen.com/series_topics/covers/6.jpg",keywords:"Novel Viruses, Virus Transmission, Virus Evolution, Molecular Virology, Control and Prevention, Virus-host Interaction"}],annualVolumeBook:{},thematicCollection:[],selectedSeries:null,selectedSubseries:null},seriesLanding:{item:null},libraryRecommendation:{success:null,errors:{},institutions:[]},route:{name:"profile.detail",path:"/profiles/357383",hash:"",query:{},params:{id:"357383"},fullPath:"/profiles/357383",meta:{},from:{name:null,path:"/",hash:"",query:{},params:{},fullPath:"/",meta:{}}}},function(){var e;(e=document.currentScript||document.scripts[document.scripts.length-1]).parentNode.removeChild(e)}()