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This chapter takes a new approach to emotions through the lens of a relational identity among hybrid professionals, using those in healthcare as particularly relevant examples. Sharpening the focus on underpinning emotional dynamics may further explain how professional managers can be effective in hybrid roles. The chapter seeks to build on the internal emotional states of these professional managers by understanding how outward emotional displays might influence their subordinates. The understanding of how emotional states/displays in manager–employee relationships influence target behaviors may help multiprofessional organizations generate better-informed leadership practice in relation to desired organizational outcomes, e.g. more efficient and effective health services.

Inclusive leadership is exhibiting signs of an emerging field of theory and practice. The purpose of this research is to systematically map this emergence and its various facets.

Citation information from 91 records on inclusive leadership were extracted from Scopus and analyzed using a series of citation and co-word techniques.

We identified six clusters of keywords that underpin the current state of research on inclusive leadership. We also unraveled a trend that suggests research on inclusive leadership is moving from a simple approach to leadership on healthcare and education to become a universally desirable style of leadership in parallel with the global increase in the importance of diversity and inclusion.

This study is the first attempt to develop a complete map of the domain of inclusive leadership. It also provides management researchers and practitioners with a tool for evaluating inclusive leadership publications and provides a systematic and objective means of determining the relative importance of the field in the development of the inclusive leadership research.

Bibliometric literature review (Meta analytic review)

Impactful leadership requires an investment in the self and others. Blinded by past success, this leader’s story explains examples of a failed attempt to learn how to navigate a new industry culture with hidden political landmines in the organization, communicate effectively in a hierarchy, and ultimately realize she might not have been a fit for the organization. This chapter will provide examples of the leader’s story of challenging organizational politics and relational aggression in the workplace. Through many conflicts and barriers to effective leadership, this chapter provides key insights of leadership self-awareness, wellness, communication blind spots, and organizational strategies to build trusting leader–follower relationships. Living in a volatile, uncertain, complex, and ambiguous (VUCA) world today, the ability to build strong trusting relationships between leaders and followers and peers is vital to success as a leader and organization. The leader must learn from failure and innovate from lessons learned. To lead within a VUCA world, the time to invest in continuous leadership development is strongly recommended.

In this chapter, we examine the role of M&A (mergers and acquisitions) leadership by conducting a review of recent empirical studies on M&A leadership. Our aim is to provide an overview of the current state of knowledge concerning M&A leadership. More specifically, we examine how M&A leadership has been studied (i.e., study methods, data sources), where M&A leadership has been studied (i.e., geographic distribution, industries, level of analysis), which leadership M&A outcomes and M&A leadership perspectives have been examined, and finally, how M&A leadership influences post-M&A outcomes. This allows us to identify main areas of interest and provide suggestions for further research.

This chapter illustrates the concept of organisational innovation leadership (OIL) through a case study of the organisational transformation of Eddyfi Technologies to achieve superior innovative capacity through synergetic centralisation. The case study focusses on the real challenges faced when effecting organisational transformation, and how innovation leadership practices provided constructive resolutions that culminated in a successful reorganisation. We find that effective innovation leadership is conveyed primarily through establishing close relationships, open communication, and setting the example in a consistent and strict manner.

Mentoring programmes for students have been made ‘popular’ with the increase in New Zealand universities over the past 10 years. These programmes have targeted the groups of ‘low achieving’ students, especially those of Pacific ethnicity, who have been identified as students who need academic support. For the universities, the main priority has been to increase the academic achievement levels of the students. Mentoring has value and it is beneficial for all of those involved. However, there needs to be examination and analysis of mentoring programmes, especially with regard to the impacts. As a practitioner and theorist of mentoring, I present a personal exploration of the interpersonal relationships formed in mentoring between myself and my students so that a clearer depiction of mentoring relationships may occur for those have a keen interest with Pacific students. The nature of mentoring in a university context is challenging but with the philosophical approach of appreciative mentorship, the challenges quickly fade into the background. Mentoring as a process of relationship development is critical for the successful academic futures of Pacific students in tertiary education.

Through his call to “reverse the lens” in leadership, Shamir (2007) helped trigger the emergence of followership theory as a new field of study in leadership research. While followership theory brings exciting new opportunities to leadership studies, it also introduces theoretical and conceptual challenges for researchers. In this chapter we address these challenges by showing how followership can be positioned fully within the leadership construct. We extend Shamir’s (2007) call for a balanced view in leadership by showing how followership theory adds new perspectives on the ways in which we can study leadership as a dynamic, fluid, relational process. The alternative views we present (e.g., position, role, identity, constructionist, and co-creation) approach leadership study from a range of paradigmatic perspectives that allow us to more fully capture the behaviors, interactions, relational dynamics, and processes through which leadership and followership are created and constructed. We conclude by reflecting on Shamir’s legacy as a scholar, and the contributions he made through his willingness to not only open his mind, but also to constructively challenge alternative perspectives and views.

This chapter describes a theory of intergroup leadership. Research on reducing prejudice and intergroup conflict identifies a number of conditions, such as empathy, shared goals, crossed categorization, recategorization, and intergroup contact, which can be beneficial. It also identifies social identity threat as a stumbling block – processes intended to reduce conflict often threaten people’s sense of having a unique and distinctive social identity and thus provoke a defensive reaction that sustains conflict. But social psychology says little about the role of group leadership in conflict resolution.

I summarize what we know from social psychology about conditions that attenuate intergroup conflict; then focus on social identity and influence processes to present a new theory of leadership across conflicting groups.

Prejudice and intergroup conflict reduction rests on effective messaging and influence, which is often a matter of intergroup leadership where a leader must bridge and integrate warring factions within a superordinate entity. The challenge of intergroup leadership is to construct an intergroup relational identity that focuses on collaboration and avoids identity threat. I describe a model of intergroup leadership and discuss strategies, such as identity rhetoric, boundary spanning and leadership coalition-building, that such leadership should adopt to effectively reconstruct social identity to reduce conflict and prejudice between groups.

This is a development and extension of a more narrowly focused theory of intergroup leadership in organizational contexts. It will be of value to social psychology, the behavioral and social sciences, and those seeking to reduce prejudice and intergroup conflict through leadership.