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Unprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.

This article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.

Our results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.

The article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.

The proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.

This research investigates the relationship among a team's emotional intelligence, the team leader's emotional intelligence, and team performance. Twenty‐six customer service teams and their leaders were studied using the three components of Salovey and Mayer's (1990) conception of emotional intelligence: Understanding emotion, managing emotion, and identifying emotions. Team members and two corporate directors assessed team performance using customer service, accuracy, productivity, and continuous improvement as performance indicators. Of the three components of emotional intelligence (EI) studied, only understanding emotion and managing emotion positively correlated with some measures of team performance. However, no correlations occurred between identifying emotions and any performance measure. Of the six positive correlations between team EI and team performance, three were between EI and customer service. No EI components correlated with productivity or continuous improvement performance measures. Study results also indicate that team leader EI has a neutral to negative relationship with team performance from the team members' perspectives. The data show, overall that a negative relationship exists between team leader EI and team performance as rated by individuals. The only positive correlation was between team leader understanding emotion scores and customer service, as rated by managers. This result is consistent with the findings stated previously that team EI positively correlates with customer service.

Transorganizational systems (TSs) are a collection of organizations that have agreed to work interdependently to accomplish a task too large in scope for a single organization. TS are organizational structures capable of addressing large-scale problems, and are vitally important. However, relative to the stand-alone organization, TS theory is under-developed and currently no comprehensive diagnostic model exits for managing TS change. Theoretically constructed diagnostic models are essential ingredients of any planned change effort. The purpose of this paper is to propose a comprehensive model for diagnosing TS.

In this paper a comprehensive model for diagnosing TS is proposed. In constructing the model existing literature is integrated with the enduring organization development work of Cummings and Worley (2015). These authors developed a comprehensive model to diagnose organizations at three levels: individual, group, and organization. This paper proposes adding a fourth, higher order level – the TS level.

The resulting diagnostic model offers theorists and practitioners a comprehensive framework for use in diagnosing TS functionality and performance.

The results of quality diagnosis are essential in managing change leading to improved TS effectiveness.

Currently no comprehensive diagnostic model is available for managing higher order change in TS. This paper aims to fill this void.

The purpose of this paper is to examine career‐life issues of successful women in the Americas.

A total of 30 interviews were conducted with successful women in Canada, Argentina and Mexico. Themes were pulled from the interview transcripts for each country, analyzed and then compared across countries, looking at universalities and differences of experiences.

The women in all three countries conveyed more subjective measures of career success, such as contributing to society and learning in their work, with Canada and Mexico particularly emphasizing receiving recognition as a hallmark of career success.

This research provides insight into the experiences of successful women in the Americas, which can inform the career development of women in business.

This research contributes to the literature on women's careers, highlighting successful women's experiences across cultures and in an under‐researched area: Latin America.

Seeks to undertake research of Generation X women in high technology in order to determine what type of corporate environment would support their needs for professional success, personal fulfillment, and sustain longer‐term employment.

This qualitative study looked at high‐potential Generation X women (born between 1965‐1980) within the high‐technology industry and explored their relationship with work which means how they interact with bosses, peers, subordinates, and the corporate culture.

The study found that, for Generation X women, personal fulfillment was intrinsically connected to professional success, and that they wanted support from their companies in terms of mentors for guidance and development, opportunities to excel, recognition for efforts, relationships, and flexibility to achieve work/life balance.

The sample size was small and, while the research applies to the high‐technology industry, care would need to be taken in wholesale application to all industries. The way Generation X women perceive the importance of work/life balance carries implications for corporations in terms of training, development, promotional practices and corporate culture.

If companies can provide a cultural environment to support attainment of professional success and personal fulfillment as defined by these women, it may provide a link to longer‐term employment, reduced employee turnover, and improved bottom line corporate performance.

The improving global health (IGH) programme is a leadership development programme that aims to develop leadership skills and behaviours alongside quality improvement methodology in National Health Service (NHS) employees in a global health setting. Through collaboration, experiential learning and mentorship, the programme aims to produce both vertical and horizontal leadership development in its participants. This paper aims to describe the programme and its impact, in terms of leadership development, in a sample of participants.

Open coding and thematic analysis of leadership development summaries (LDS) completed by 39 returned IGH participants were conducted. LDS are written on completion of the overseas placement; participants reflect on their personal leadership development against the nine dimensions of the NHS Healthcare Leadership Model (2013).

These IGH programme participants have reported a change in the way they think, behave and see the world. A development in sense of self and experience in developing team members are the two most commonly reported themes. Adaptability, communication, overcoming boundaries, collaborative working, “big picture” thinking and strategic thinking were also identified.

The study is limited by the relatively low number of completed LDS. More work is needed to understand the long-term effect of this type of leadership development on the NHS. Other leadership development programmes should consider focussing on vertical and horizontal leadership development.

This more granular understanding of the leadership skills and behaviours developed and how it is the programme’s design that creates it, has not previously been described.

The critical nature of diffusion in understanding the link between individual competency and collective competency is often underconceptualized. Organizational learning involves diffusion of knowledge and/or skill from the individual to members of the collective, and expansion of the collective's capacity to take effective action. Three types of individual and collective competency are identified, ranging on a continuum from explicit‐and‐quickly‐diffused to tacit‐and‐slowly‐diffused Patterns of diffusion can occur in stages: by critical mass, in cycles, or in a synthesis of styles. A model illustrating these dynamics is presented. Criteria for evaluating successful collective learning are introduced.

Online medical teams (MTs), involving collaboration between remote healthcare workers, can provide comprehensive and rapid healthcare to patients. The growth in MTs is continuing, with popularity growing among doctors and patients, but some MTs disband, which could break the continuity of healthcare services provided. We aim to address this pressing issue by exploring the effects of team diversity and leadership types on team status (i.e. team disbandment (TD)). This paper systematically investigates the influences of team diversity, including separation, variety and disparity diversity and the effects of leadership types, including strong, equal and weak types.

A data set consisting 1,071 online MTs was collected from the Good Doctor website, a leading Chinese online health community (OHC), on January 10, 2018. The data captured included 206 teams which disbanded after 3 months collaboration. Logistic regression and maximum likelihood estimation (MLE) were used to examine their effects.

The results show that variety diversity, related to departments, positively affects TD, but disparity diversity, referring to clinician titles, negatively affects TD. Separation diversity, in terms of team member attitudes, exerts a negligible influence on disbandment. Although strong and equal leadership types negatively influence TD, they are seen to strengthen the positive effect of variety diversity, suggesting stable structure combinations of strong or equal-type leadership and low department diversity, as well as the match of weak-type leadership and high department diversity.

This paper extends the current understanding of virtual teams and OHCs by examining the role of leadership types and team diversity, and their influencing role on team status. The pairwise combinations are obtained to effectively reduce the disbandment probability of medical teams operating in OHCs, which could help platform managers, team founders and those connected with MTs deal with the team-disbandment crisis, providing both theoretical and practical implications to healthcare providers and researchers alike.

This collection seeks to examine the various challenges women face in advancing their careers.

In the mid‐1980s, the phrase “glass ceiling” was coined and has since become an established part of our vocabulary. The glass ceiling refers to an invisible but impermeable barrier that limits the career advancement of women. During the last two decades, women have made progress: there are now more women in senior‐level executive jobs, more women in “clout jobs”, more women CEOs, and more women on corporate boards of directors. But real progress has been slow with only modest increases shown at these levels.

The slow progress made by talented, educated, ambitious women is now having some negative effects on women's views of management and the professions as a career. However, artificially limiting the career possibilities of women is a luxury organizations can no longer afford. Organizations are facing an impending shortage of qualified leaders. The aging of the workforce, a smaller number of new workforce entrants, and the war for talent, makes it imperative that organizations utilize and develop the talents of all their employees.

This collection examines the various challenges women face in their careers. The contributors come from a number of different countries, indicating the widespread interest in this topic in all developed and developing countries.

This research examines the effect of cultural intelligence (CQ) of top management on pro-diversity climates and perceived discrimination of the Myanmar migrant workers in Thailand. This research also analyzes the effect of perceived discrimination on job satisfaction and turnover intention of the Myanmar migrant workers.

The data were collected from 650 Myanmar migrant workers who are employed at two factories in Thailand. Partial least squares structural equation modeling (PLS-SEM) was used as the data analysis method.

The results significantly support the positive effect of perceived management CQ on pro-diversity climates. Pro-diversity climates are also negatively and significantly associated with perceived discrimination. Moreover, the effect of perceived management CQ on perceived discrimination is fully mediated by pro-diversity climate.

This research clarifies that simply ensuring top management possess CQ may not be a sufficient condition for the company to successfully tackle discrimination in the workplace. Rather, it is crucial for the top management to create an organizational climate that is supportive of the racial diversity of foreign migrant employees.