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In this chapter, the authors consider the progress and present state of star scholarship, while planting seeds for future inquiry where we believe fruitful opportunities await – both in furthering our understanding of stars and in more effectively situating this understanding in the talent management literature. Following a reflection on the multiple conceptualizations of stars that have been proposed and employed in star research in recent years, we suggest that the most useful conceptualization of stars is one that focuses simply on stars’ exceptional contributions to value creation – allowing the specific mechanisms of value creation to vary, as they do, across contexts. Next, the authors review recent progress in star scholarship – highlighting advances in scholarship on both the favorable and unfavorable influences of stars in organizations, as well as recent research shedding light on the professional experiences of stars as employees. The authors then turn their attention to future scholarship, specifically noting opportunities for research in two veins: how stars’ motivations, contributions, and experiences may evolve over the course of their careers and how stars and their broader work environments are best managed. Finally, we share thoughts on ways in which scholars can think about increasing the practical value of research on stars, primarily by integrating insights from research on stars with ideas rooted more squarely in the talent management literature which focuses on the deliberate identification, support, and management of individuals deemed to be equipped to create exceptional value in organizations.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

This chapter utilizes a network perspective to show how the totality of one’s social connections impacts well-being by providing access to resources (e.g., information, feedback, and support) and placing limits on autonomy. We provide a brief review of basic network concepts and explain the importance of understanding how the networks in which leaders are embedded may enhance or diminish their well-being. Further, with this greater understanding, we describe how leaders can help promote the well-being of their employees. In particular, we focus on four key aspects of workplace networks that are likely to impact well-being: centrality, structural holes, embeddedness, and negative ties. We not only discuss practical implications for leaders’ well-being and the well-being of their employees, but also suggest directions for future research.

For work organizations and their members, establishing and maintaining mutually satisfying employment relationships is a fundamental concern. The importance that scholars attach to employment relationships is reflected in research streams that explore the optimal design of strategic human resource management systems, the nature of psychological contract fulfillment and violation, and the factors associated with achieving person-environment fit, among others. Generally missing from theory and research pertaining to employment relationships is the perspective of individuals who reside at the employee-employer interface – managerial leaders. We argue that, for managerial leaders, a pervasive concern involves the tangible and intangible resource requirements of specific employees. We then provide the groundwork for study of the leader’s perspective on employment relationships by proposing a model that identifies how employees come to be perceived as low versus high maintenance and how these perceptions, in turn, influence leader cognition, affect, and behavior.

How is the performance of a knowledge worker affected by the departure of a colleague? While prior research has highlighted the aggregate impact of knowledge worker mobility on firms, in this chapter we look inside the firm, to explore the individual-level impact of a coworker's departure on the performance of a remaining employee. We propose that the departure of a coworker can change the remaining employee's access to knowledge, but the implications of such changes will depend on the nature of the coworker's relationship with the employee: the employee's performance will be negatively affected to the extent that the relationship is collaborative, but it will be positively affected to the extent that the relationship is competitive. Moreover, these effects will be magnified to the extent that the employee was dependent on the coworker for knowledge access prior to the move, but weakened to the extent that the relationship persists after the move. Our knowledge-based perspective on coworker departures advances research on employee mobility and knowledge flows by highlighting the variety of changes in knowledge access that may result when a colleague leaves the firm, and illuminating the implications of these changes for the performance of employees who remain behind.

One Health is defined as an approach of integrating animal, human, and environmental health to mitigate diseases. One Health promotes public health by studying all factors, such as agriculture, food, and water security, mechanisms of toxicity and pathogenesis of acute and chronic diseases, sociology, economics, and ecosystem health (to name a few). Such an approach is essential because human, animal, and ecosystem health are inextricably linked; therefore, with this One Health approach, we are called to work together to promote, improve, and defend the health and well-being of all by enhancing cooperation and collaboration between physicians, veterinarians social scientists, economists, psychologists, legal professionals, philosophers, and other scientific health and environmental professionals. As such, the One Health movement and approach is a growing vision in global health and is gaining increasing recognition by national and international institutions, organizations, stakeholders, NGOs, and health policymakers. Likewise, the role of world-class universities is pivotal in discovering One Health scientific knowledge and translating them to policy and evidence-based practices. Universities have responsibilities to train future professionals capable of solving global health issues through interdisciplinary scientific knowledge, integrative approaches to teaching, research collaboration, community linkages, and leadership. This chapter discusses the importance of One Health and the role of higher education institutions’ One Health partnerships to improve global health.