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Using a values‐based leadership perspective, the paper aims to explore the Aeneid, Virgil's foundation epic of the Latin canon. Specifically, it aims to analyse the Aeneid in order to juxtapose the resonant leadership elements of vision, culture and values – and their corresponding equivalent Roman themes of fatum, pietas, and virtus.

Using a thematic analysis approach, the Aeneid was coded for key leadership themes; and a mixed‐method research framework was employed to juxtapose the leadership lessons identified to the demands of modern leadership.

The paper finds resonating elements of a compelling vision and strong culture – and coded the following eight values: integrity, good judgment, leadership by example, decision making, trust, justice/fairness, humility, and sense of urgency – in the Aeneid. Whether viewed qualitatively or quantitatively – or across sectors (i.e. for profit, non profit, government) – the findings of this study affirm the explicit relevance of the Aeneid to the demands of modern leadership. Moreover, integrity was found to be a superordinate value – without which the remaining values have far less significance.

This research highlights a leadership paradox – while managerial traits are an important consideration for the prevailing operational context in the short term, a values‐based approach to hiring, promoting and retaining leaders may be superior in achieving organizational sustainability and performance over the long term. This study illustrates the practical contemporary relevance of the Aeneid specifically, and illustrates a humanities laden and values‐based approach to reflecting on leadership effectiveness generally.

Literary art is often embraced by a people because it provides answers to life’s questions and showcases idealized heroes who function as respected role models. By analyzing the popularity of universally loved literary masterpieces, it becomes possible to gain a greater understanding of how a specific people respond in uniform fashion to symbolic communications. In order to examine this phenomenon, parallels between Virgil’s The Aeneid (which was addressed to ancient Romans just as the Empire was being established) and Owen Wister’s The Virginian (which provided a symbolic hero for the USA at exactly the time when that country was emerging as an industrialized world power) will be compared. Significantly, in many cases, almost all members of a culture react to stimuli in parallel, universal, or identical ways. This tendency is important for marketers who seek to influence a wide and diverse market in similar ways. The implications of this analysis are of value to strategic planners who want to understand how consumers respond to symbolically charged products.

The popular use of labels such as Baby Boomers, Generation X, Generation Y and Millennials suggests that the nature of effective leadership changes over time in response to the prevailing modern context. Using a values-based leadership lens, defined as the moral foundation underlying stewardship decisions and actions of leaders, the purpose of this paper is to explore the alternative notion that fundamental leadership ideals – from antiquity to modern executives to MBA students – are timeless in nature.

Using a thematic analysis approach, The Aeneid was coded for key leadership themes (integrity, good judgment, leadership by example, decision-making, trust, justice/fairness, humility, and sense of urgency); and a mixed-method research framework was employed to juxtapose the leadership lessons identified to the demands of modern leadership. Deductive thematic analysis was utilized to examine key themes from responses of 13 multi-sectoral leaders (for profit, non-profit, government) and 137 MBA students (from three MBA programs in differing regions).

Whether viewed qualitatively or quantitatively, or across sectors, the findings of this study affirm the explicit relevance of The Aeneid to the demands of modern leadership. Additionally, it was found that the way managers ranked leadership values was not significantly different from how MBA students ranked the same values. Moreover, the authors found integrity to be a superordinate value – without which the remaining values have far less significance.

This research highlights a leadership paradox – while managerial traits are an important consideration for the prevailing operational context in the short term, a values-based approach to hiring, promoting and retaining leaders may be superior in achieving organizational sustainability and performance. This study illustrates the practical contemporary relevance of The Aeneid specifically, and illustrates a humanities laden and values-based approach to reflecting on leadership effectiveness generally.

The presence of Latin in heavy metal music ranges from full texts, intros, song and album titles to band names, pseudonyms, and literary quotations. This chapter sheds light on heavy metal's fascination with the history and ‘arcane’ sound of Latin, and investigates its patterns of use in lyrics with the help of Natural Language Processing tools and digitally-available linguistic resources. First, the authors collected a corpus of lyrics containing differing amounts of Latin and enhanced it with descriptive metadata. Next, the authors calculated the richness of the vocabulary and the distribution of content words. The authors processed the corpus with a morphological analyser and performed both a manual and a computational search for intertextuality, including allusions, paraphrase and verbatim quotations of literary sources. The authors show that, despite it being a dead language, Latin is very frequently used in metal. Its historical status appears to fascinate bands and lends itself well to those religious, epic and mysterious themes so characteristic of the heavy metal world. The widespread use of Latin in metal lyrics, however, sees many bands simply reusing Latin texts – mostly from the Bible – or even misspelling literary quotations.

Our focus is on the use of narrative in ethics education in organisations. The effectiveness of stories as a basis for executive education and organisational development has been described in other chapters in this book and elsewhere. Many writers provide examples linking stories and ethics, but the examples are drawn most often from overtly ethical stories. We offer a more expansive and inclusive view, suggesting that all stories are valuable for teaching ethics. We use Booker’s (2004) finding that all stories belong to one of seven basic plots – overcoming the monster; rags to riches; the quest; voyage and return; comedy; tragedy; and rebirth – to show that no major category of narrative need be omitted from those which can provide examples or links to the development of virtue in organisations. We provide examples of how stories can be used to encourage the development of specific virtues including courage, integrity, hope, inquisitiveness, humour and prudence. Six further aspects are considered – whether only moral stories are useful, the value of complexity, the benefit of familiarity, stories of failure, the selection of appropriate stories and whether non-fiction can be included.

The focus of this article is centred on two main ideas: persuading management students to study philosophy, and convincing them that a study of philosophy could be relevant for them in a business environment underscored by uncertainty. Three approaches were considered, an historical approach, an analytical approach and a literary approach. The first approach entailed a review of major philosophers, the second entailed an analysis of values such as trust, justice, honesty, integrity, fairness, prudence, respect, competition, professionalism, and the third entailed an appraisal of the work of persons better known for their contributions to literature which illustrated moral issues in their society. This article is a reflection of some of these thoughts on the idea of introducing a course in introductory philosophy into the management syllabus. The ideas are still in the formative stage, and are currently being put into practice.