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The purpose of this article is to provide a pragmatic example of multi‐stage leadership education model. Leadership education that is multidisciplinary, global, and ethics oriented is a remedy for many of the leadership challenges we are currently facing in the business world.

This article discusses whether we can teach leadership, and if so, what essential skills should be taught in business schools. It also examines the shortcomings of current leadership education curriculum and recommends some major changes that need to be made. This article provides a descriptive overview and historical examination of these issues and techniques.

A major finding can be drawn from this paper is that the present leadership education curriculum in business schools is not adequate in many regards and more work needs to be done.

Business schools need to focus on revitalizing the leadership education curriculum to come up with a program that prepares students with practical and dynamic skills that enables them to be the future business leaders. A long‐term approach to leadership education rather than a short‐term effort is suggested.

By incorporating multidisciplinary, global‐oriented and ethical leadership education, we believe that this article on leadership education can effectively address the major challenges of the new millennium.

Because U.S. legislators are often most attentive to the issues raised by people who create jobs in their states, Bob Epstein, a local business owner, has been asked by activists to help lobby for a bill that would mandate the reduction of greenhouse gas emissions in California. Before deciding whether he should work to establish the business community's backing for this bill, Epstein must weigh the pros and cons of supporting measures that might put his business (and standing in the community) at risk.

Use the 4 I's framework to evaluate the nonmarket environment, assess the political impact of the potential coalitions in favor of and opposed to the bill, identify the type of politics that characterizes the situation, and describe the strategies each side will likely use in contesting the bill.

This paper aims to explore how corporate Australia engages in reconciliation through recognizing and providing pathways for Indigenous Australians' corporate leadership aspirations.

The research design is informed by the prior literature on pathways by minority groups to corporate leadership through the theoretical lens of transformational leadership. The investigation is conducted using textual analysis of reconciliation action plans (RAPs), a contemporary and voluntary practice adopted by Australian listed companies to disclose their commitment to national reconciliation. RAPs are publicly available from the official websites of listed companies.

The analysis of contemporary RAPs highlights organizational initiatives to support Indigenous Australians related to corporate and community leadership. Since the authors’ focus is the former, corporate leadership initiatives are further analyzed. Two initiatives for Indigenous Australians to pursue corporate leadership positions are emerging future leaders' programs and mentoring programs. This is the extent to which the authors observe Australian firms' transformational leadership. While some firms have implemented these initiatives with specific targets, other firms do not have specific initiatives or targets. The paper also conducts longitudinal analysis into the transformational leaders' past RAPs and triangulates to other evidence of reconciliation commitment such as the Uluru Statement from the Heart.

This paper contributes new insights to the research area of board cultural diversity, specifically to the limited literature on Indigenous reconciliation. It provides insights into firms and policymakers to address the ongoing issue of the underrepresentation of Indigenous Australians in corporate leadership. The sample of firms comprises Australian listed firms that have adopted higher-order RAPs, which restricts the generalizability of the findings to other sectors.

This paper explores the under researched phenomenon of Indigenous people's pathways to corporate leadership. The research design is informed by transformational leadership theory through considering institutional actions for reconciliation. This research provides evidence of the extent to which corporate Australia has taken action on the issue of the under-representation of Australian Indigenous people in corporate leadership.

The purpose of this is to trace the current changes in business and society and identify the forces that shape the new landscape. It is argued that any attempt to continue business as usual is doomed to fail.

The paper describes the change of paradigms that is taking place, and calls for respective alignment of business and political leaders. It further proposes that failure to perceive the changes or to take action, will lead to catastrophic consequences for people, organizations and society.

The paper concludes that there is a great need to change the fundamental principles of society away from dominance towards partnership and care; to change the fundamental paradigms which have stimulated the economy for centuries away from growth, towards transformation; to change the fundamental values underlying business from financial gain towards balanced values. The impact on economy and business would be far‐reaching, shifting their roles to focus on the real needs of people and society.

This paper proposes a roadmap to managing in tomorrow's landscape and is a wake‐up call to all people concerned with the future of our planet – political and business leaders, and scholars who conduct cross‐cultural research. Social responsibility needs to be taken seriously, and investment made in the future. Business and political leaders need to take the helm in this endeavor, and the role of the scholarly community is to provoke them to act.

There are significantly more New Zealand women in senior management positions in the public sector than in private businesses. This study draws on the experiences and perceptions of 30 women executives who have considerable managerial experience in either sector. Success factors for the individual women are outlined before the cultures of the public and private sectors are described. Through the eyes of respondents, the public and private sectors have distinguishable organizational cultures; both of which provide parallel but different sites for advancement. The private sector businesses have a focus on competition and the public sector has a strong ethos of service, in spite of restructuring. The findings are discussed in the context of a country that has strong women leadership in the political sphere.

The massive, complex problems facing the world in the twenty-first century demand effective leadership that can offer good judgement, systems thinking and unity. What we have in so many instances is self-serving, myopic, divisive and polarising leaders.

The radical changes that are needed in the selection and development of wise leaders are creating a growing role for coaches. However, at the same time the concept of leadership as being vested in an authority figure is giving way to leadership as a function distributed amongst teams. So, the focus of coaching on one-to-one leader development can be seen as compounding the problems of organisational inflexibility – not least because the unit of productivity in organisations is now the team, not the individual. An inevitable outcome of these trends is a radical rethink of both leadership and coaching.