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The authors explore the entanglement of smartphone technology and power in this paper. This paper explores the following question: In what ways does the actualization of smartphone affordances result in empowering outcomes (i.e. increase or reduce oppression) in the daily lives of refugees? Leveraging both affordance and feminist theories, the authors develop a hybrid lens bringing attention to the contextualized relationship between social process goals and affordances for sociality, upon which the authors introduce the notion of “goal-affordance interrelations”. The authors then trace how the actualization of these interrelations increases or reduces oppression.

Using an abductive approach, the authors analyze 32 semi-structured interview transcriptions conducted with Syrian refugees in Lebanon.

The analysis in this study reveals four categories of social process goals (meet financial needs, satisfy security needs, communicate and learn and maintain pre-existing social ties) that are intimate components of contextually meaningful affordances. When actualized, the goal–affordance interrelations fundamentally shape refugee experiences of power outcomes. The findings suggest forms of empowerment where powerlessness, marginalization, violence and exploitation are perceived to be reduced. Actualization outcomes are also found to increase perceived oppression. Additionally, the findings reveal that not all interrelations are actualized, such that the anticipation of an oppressive power outcome may limit the actualization of affordances for sociality.

This research raises considerations concerning technology and oppression, and that efforts to empower refugees through technology should critically question whether the lived experiences of oppression will be reduced. The findings of this study reveal various forms of less empowering (i.e. oppressive) outcomes for the refugees sampled, they also point to the potential politicization of the actualization of goal–affordance interrelations.

This paper aims to explore key collaboration technology affordances from virtual collaboration and remote work during the time of COVID-19. The purpose of this exploration is to improve the understanding of technology-supported collaboration in order to achieve individual and organizational success with the adoption, use and implementation of virtual collaboration in a pandemic and post-pandemic world.

Qualitative data is collected from 55 graduate students during a time of work transition due to COVID-19. This paper distills key collaboration technology affordances identified from participant feedback.

This paper identifies topics of virtual collaboration success as well as challenges related to organizational transitions during COVID-19. The findings from this work relate to four collaboration technology affordances including: (1) flexibility and productivity, (2) social connectedness and organizational culture, (3) technology support and (4) management and leadership. Additionally, this research provides insight into the complexities of virtual collaboration in these areas while also making recommendations for the post-pandemic future.

This research makes a contribution through the analysis of a unique set of data elaborating on participant experiences during a global pandemic as well as through the exploration of future implications.

In today's digitalized world, platform leadership is a novel leadership style that facilitates employee innovation. However, the impact mechanism of platform leadership on employee innovation passion has not been explored.

In this study, based on the theory of a self-organizing objective system, 591 new-generation employees were surveyed to explore the impact of platform leadership on the harmonious innovation passion of new-generation employees.

The results showed that platform leadership stimulates the harmonious innovation passion of employees by promoting the integration of organizational and employee objectives. This mechanism was found to be weakened by the internal integrated organizational culture and strengthened by the external adaptive organizational culture.

This study explores the mechanism by which platform leadership style influences the harmonious innovation passion of new-generation employees and provides theoretical guidance and practical insight into ways to improve the innovation capability of new-generation employees.

This chapter employs analytic autoethnography to explore and reflect on the author's quest for meaning and whether this redefines or undermines the concept of authenticity as interpreted by the primary advocates of authentic leadership. The data start from author's studies in the Air Force Engineering Military Academy. Turcan develops the typology of search for meaning and its four types: dreamlanding; self-actualising; missing out; and self-transcending. The meaning of life is conspicuously absent from the authentic leadership literature and yet if a leader does not address it how can they function effectively as a leader? This typology may guide future research at this intersection.

This study aims to analyze the connection between servant leadership and the promotive and prohibitive voice behavior of employees. In addition, this study explained how servant leadership affects promotive and prohibitive voice behavior through meaning.

For this study, data were collected from employee–manager dyads employed in the service sector. Each of the waves was initiated two months after the first wave. Finally, 286 useful responses were obtained. The collected data was analyzed through covariance-based structural equation modeling.

Servant leadership is related with meaning, promotive voice behavior and prohibitive voice behavior. Meaning is found to mediate the relationship between servant leadership and the two facets of voice behavior.

To the best of the authors’ knowledge, this study is the first to explore the mediating role of meaning relating servant leadership to promotive and prohibitive voice behavior.

As human resource development (HRD) seeks to develop organizations and unleash human expertise (Swanson and Holton, 2009), leaders should be encouraged to consider every employee as a complex individual with unique needs and aspirations. The purpose of this paper is to introduce the concept of equity leadership (EL), which identifies individual employees’ personal and professional resource, relationship and opportunity needs in an effort to support employees in reaching their fullest potential in the workforce, therefore increasing positive organizational outcomes.

The theoretical foundations of EL are social exchange theory (SET; Saks and Rotman, 2006) and the ERG theory of motivation (Alderfer, 1969). SET recognizes the give-and-take relationship between leaders and employees, while ERG theory of motivation considers an individual’s personal and professional existence, relatedness and growth needs. The theories provide a foundation for EL’s definition.

EL posits that leaders’ attention to employees’ resource, relationship and opportunity needs in the workplace could result in a positive effect on the social exchange between leaders and employees. EL provides a framework for these exchanges to occur and for employee needs to be considered, thus resulting in increased employee engagement, productivity and retention.

EL can take a significant amount of time, especially when starting with new employees; however, the relationships and positive organizational outcomes provide justification for engaging in the leadership style.

This paper seeks to advance the field of HRD by defining EL, exploring the theoretical underpinnings of EL and providing actionable steps for leaders to put EL into action.

The nuanced theory of EL encourages organizations to evolve from the factory model of expectations to a model that considers the unique needs of individuals in organizations. Grounded partly in SET, EL promotes positive relationships between leaders and employees.

There are many leadership theories; however, EL, unlike any other leadership theory, uniquely considers the individual needs of each employee through consistent one-on-one conversations between the leader and individual employees to discover employee needs and also strives for positive organizational outcomes as a result of the social exchanges.

Internal employees of firms are a reliable source of information for potential job seekers. However, few studies have focused on why internal employees actively recommend their firms. Based on the social exchange theory, this study aims to construct a chain mediation model using perceived challenge stress and employee experience as mediators to explore how leadership empowerment behavior affects employee referrals.

Bootstrap repeated sampling analysis was conducted on a sample of 307 employees collected through two-time points.

Leadership empowerment behavior is positively related to employee referrals; perceived challenge stress and employee experience mediate the effect of leadership empowerment behavior on employee referrals, respectively; in addition, perceived challenge stress and employee experience play a chain mediating role between leadership empowerment behavior and employee referrals.

The findings can help provide insight into the drivers of employee referrals and can effectively guide organization reputation management.

In this study, workplace spirituality is discussed in the context of remote work and the COVID-19 pandemic. First, the focus is on the changes in the meaning and function of employees in the organization during the evolutionary process of industrialization and management paradigms. Afterward, conceptual frameworks for spirituality and workplace spirituality are presented, and in the last section, academic studies that deal with workplace spirituality with distance or hybrid work arrangements are included. Early studies offer insights and recommendations on conceptualizing, developing, and managing workplace spirituality. They all emphasize that spirituality is necessary for remote work as a tool to overcome stress and mental health problems and increase employee well-being. Unfortunately, the remote work and workplace spirituality literature is relatively narrow and needs to be expanded.

This chapter provides personal (auto-ethnographic) reflections on the career as a business leader in the software-development space and insights into the formation of an authentic leader. The author reviews his journey that led to running a leading video game developer at a valuation of $190 million with 1,200+ staff across 10 locations in eight countries and an array of global clients. Pohontu considers the social, economic, political and psychological elements that shaped his business methodology and discusses how he translated these into a mode of leadership. The development of foresight – a concept that emerged from the author's story – may be of interest to researchers looking to explore diverse leader contexts through theoretical lenses to achieve a greater understanding.