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The purpose of this study is to investigate the importance of training in social intelligence in the context of effective leadership and enhanced performance. The study investigates how training in social intelligence can assist personnel in enhancing their social and emotional competencies through various methods which in turn can boost their performance and leadership skills.

This article presents a compilation of interview perspectives from human resources (HR) practitioners and researchers, offering comprehensive training methods that can be implemented in organizations to boost the social intelligence of employees and employers. The views were gathered through telephone and face-to-face interaction with the practitioners.

Various methods for training in social intelligence for enhancing social intelligence are proposed by the author in this paper, drawing on the perspectives of both practitioners and researchers.

Further studies could test conceptual models by using longitudinal studies’ data, which gives the study more accuracy and supports generalizing the results.

Enhanced performance and Effective leadership can be achieved in the organization if proper training in social intelligence is given to the personnel.

This study is one of the first studies that integrates leadership, performance, and social intelligence and its dimensions in one framework. This study concludes that enhanced employee performance and effective leadership can be achieved by developing social intelligence in personnel through various training methods.

Purpose – We aim to elucidate the influence of leaders' emotion expressions on the social distance between leaders and followers in face-to-face and digital communication.

Design/methodology/approach – Literature review

Findings – Following functional theories on emotions, leaders' expressions of socially engaging emotions (e.g., guilt, happiness, gratitude, and compassion) lower social distance. Leaders' expressions of socially disengaging emotions (e.g., anger, contempt, disgust, and pride) increase social distance. In digital communication, we propose that the effect of socially engaging and disengaging emotions depends on the social presence that is provided by the different digital communication media.

Practical implication – Based on our theoretical model, we derive implications for (1) leaders' use of face-to-face communication, (2) the importance of digital communication with high social presence, (3) leaders' use of digital communication as a tool for emotion regulation, and (4) coping strategies when communicating via digital means with low social presence.

In this chapter I explore the issues of whose interest and rights are at stake when social scientists conduct their research. I caution that the ethical considerations, values and principles that pertain to the social sciences are not always the same as those which rightly underpin the biomedical sciences and so not all should be imported. In particular I consider the dangers of applying a ‘participant protection model’ to social science research. I suggest that the social sciences must be regulated through a framework that understands and enables these differences rather than misconstrues and hinders good social science research.

In recent years, there have been a growing number of references to social capital, in debates about higher education (HE), by policy makers, senior institutional leaders and academics. This chapter highlights the value of social capital to both students and institutions alike, as a contributing factor to the transformational effect of HE; and as an important tool to explain the value of HE to policy makers and the public. We draw on empirical data from students articulating the value of social capital. Their voices demonstrate that social capital has a significant role to play in institutional endeavours to maximise student success.

The purpose of this study is to introduce the concept of social tourism and to find existing social tourism practices in South Korea. Social tourism is generally supported by governments to provide tourism opportunities to those who are otherwise not able to trip. Social tourism helps both people who use the programs and the tourism industry. In South Korea, unlike many other countries, the practice of social tourism is based on businesses’ corporate social responsibility. Businesses offer various cultural and recreational opportunities to various groups of people in the community. This study outlines the context of various approaches to social tourism in South Korea and highlights some challenges and proposed initiatives for the future integration of the social tourism sector.

Collecting data on social impact and using it in decision-making process in organisation in order to maximise the social value created for people unfortunately is not yet the common practice among social impact actors in Turkey. While the importance of allocating the resources in the most impactful way grows due to the pressing need to tackle increasing social inequalities, the social impact management practices of organisations aiming to contribute to the solution and create positive social impact lag behind. The chapter presents the current approaches and practices on social impact measurement and management of social impact actors in Turkey based on experience of Koç University Social Impact Forum.

Since the introduction of the Public Services (Social Value) Act 2012, there has been a common misconception that Social Value is inherently about Procurement. We think that the process of Procurement is a means through which questions can be asked around Social Value commitments; however, Social Value should come into dialogue way before a tender exercise. It must be at the forefront of political visioning, strategy development, officer behaviour and the design of goods and services. In this chapter, we explore how Public Authorities and other Anchor Institutions can embed Social Value into everything they do, utilising Commissioning and Procurement as the basis.