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Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty.

Using 192 Chinese samples with 192 firm-level and 716 department-level observations, this study uses multilevel structural equations modeling by Mplus 8.0 to test the theoretical model.

This study finds that CEO relationship-focused leadership positively predicts MMs’ organizational identification and corporate entrepreneurship, and MMs’ organizational identification mediates the relationship between CEO relationship-focused leadership and corporate entrepreneurship. In addition, environmental uncertainty moderates not only the relationship between CEO relationship-focused leadership and MMs’ organizational identification but also the indirect effect of CEO relationship-focused leadership on corporate entrepreneurship through MMs’ organizational identification.

This study enriches the understanding of process and contextualization of CEO strategic leadership influencing on corporate entrepreneurship.

To the best of the authors’ knowledge, this study is among the first to explore the influence of CEO relationship-focused leadership on corporate entrepreneurship.

This study aimed to examine how senior leadership influences corporate communication and employees' attitudinal and behavioral outcomes. Using two-way symmetrical communication model in public relations and leadership theory, it investigated the effects of CEOs' task- and relationship-oriented leadership on symmetrical internal communication, employees' organizational commitment and communicative behaviors.

An online survey was conducted with 417 full-time employees working in various industries in the United States.

The results showed that CEOs' relationship-oriented leadership significantly influenced symmetrical internal communication, which, in turn, increased affective commitment and employees' scouting behavior. CEOs' task-oriented communication had no significant effect on symmetrical communication.

This study advances theoretical understanding of two-way symmetrical communication in relation to senior leadership and provides practical insights for corporate leaders and public relations practitioners regarding how to improve employee outcomes through CEOs' strategic leadership and internal communication practices.

For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior.

By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior.

The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior.

The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises.

First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors.

This paper aims to examine the evolution of organizational identification (OI) research over the past five decades and its journey through various lenses, such as the collaborative network of authors, organizations and countries. The conceptual and intellectual structure of the construct is analysed via keywords and co-citation pattern mapping.

OI research is rising in popularity, with 118 papers published in 2019, 168 papers in 2020 and 15 publications till February 2021 in the Scopus database. The Scopus database is used to retrieve 55 years of OI studies published between 1965 and 2021. The free bibliometric tools Biblioshiny and VOSviewer are used to analyse 1,034 journal papers.

The result showed that R. Van Dick is the most influential author and the USA is the most involved country in OI research. As per the findings, the Journal of Organizational Behaviour published most of OI research and “corporate social responsibility” and “organizational commitment” seem to be the most used keywords alongside OI.

This study will be highly beneficial to OI researchers making their understanding about the construct better. It will also encourage social psychologists to understand the construct utility in workplace social welfare programmes. The research could also help governments and funding bodies to evaluate grant requests. Furthermore, researchers from countries with the lowest proportion of OI studies would be encouraged to spend more time and effort in this area. It will offer insight into international marketing and how individuals and stakeholders perceive and connect with an organization globally.

To the best of the authors’ knowledge, this study is one of the important research studies carried out in the domain of OI in the international context. This is also one of the few studies which is spread out across different disciplinary areas including international marketing and management. The success of this paper can open avenues and influence future researchers to study in the OI and related cross-disciplinary areas of international management.

This article aims to use a new model and three case studies to illustrate what takes place when the emotional pressures on leaders become too great. The author seeks to argue that a level of anxiety is triggered that tips them into unskillful or dysfunctional behavior. Even the most seasoned leaders are prey to this process, which has potentially destructive and far‐reaching consequences for themselves and their organizations. By illustrating how anxious leaders can be helped to retain or regain their most effective selves through coaching, the article aims to contribute to best practice in leadership development.

The emotional profiles triangle (EPT) model emerged from the author's first‐hand experience over 20 years in the field of leadership development. A senior executive coach, she observed a clear pattern among her clients, which showed that when leaders feel anxious or threatened, their behavior changes in one of three specific and consistent ways. The EPT draws on psychodynamic psychology, which emphasizes the importance of emotion in driving behavior, often unconsciously. It also draws on neuroscience which explains the hardwiring that drives the human response to “danger signals”.

The EPT identifies and describes three emotional profiles, which comprise a related set of functional and dysfunctional leadership behaviors. Through exploring their profile, individual leaders can learn to play to their strengths while managing their anxiety and behavior more effectively. The EPT has been extensively tested since 2009 with coaching clients and boards, and at conferences and on leadership development programs. This article includes three brief case studies that illustrate its application.

This original model has received consistently positive feedback from leaders, coaches and HR professionals. Users have particularly valued its clarity, accessibility and practical value as a development tool.

The purpose of this paper is to investigate drivers of learning orientation (LO) in 253 Australian fast-growth small-to-medium enterprises (SMEs) through an examination of the interrelationships between transformational leadership (TL), human resource (HR) practices, and organizational climate.

CEOs/managers of fast growth SMEs completed either an online or mailout survey. Statistical analyses involved tests for confounding and mediational effects, the use of exploratory factor analytic techniques and structural equation modelling.

Findings reveal that TL is a significant antecedent of supportive and open organizational climates, and reward and job-related HR practices. Job-related HR practices and organizational climate fully mediate relationships between TL and LO. However, providing monetary incentives linked to performance does not motivate staff to learn. Instead, leaders need to act as role models, stimulate employees intellectually, provide a road map for staff, and focus on creating a supportive, open, and friendly environment.

Sample size is modest, reducing statistical power. The use of a cross-sectional, non-experimental design limits causal inferences. This study relied on the views of only entrepreneurs.

These findings have important implications for management practice in terms of leadership, HR practices, and organizational learning in entrepreneurial ventures. Businesses who provide benefits and bonuses linked to performance do not necessarily engage employees to commit to learning, subscribe to a shared vision, or think innovatively. LO is enhanced only when employees are motivated, empowered, and treated as valuable resources. The establishment of personal relationships and open communication between owner-managers and employees, fosters firm LO.

The present research contributes to the theoretical debate on the central role of leadership in fostering HRM practices, organizational climate and LO in fast-growth entrepreneurial companies. This study is the first to empirically test drivers of LO in FGSMEs. A simple linear model is insufficient to explain the influence of TL on LO.

This research investigates developmental experiences of executive leaders that result in effective capabilities over their lifetimes.

Qualitative study with 31 C-suite, Vice President, and Director-level executives, Methods used include semi-structured, critical incident interviews, constant comparative analysis, thematic analysis, protocol coding style, inductive coding, and NVivo.

Eight of the competencies from the emotional and social competency inventory – (ESCI) and three new themes, continuous learning, environmental aesthetic, and duality of awareness are identified as key differentiators of effective executive leaders.

The sample consisted of four organizations; study participants represented small- to medium-size private organizations in both profit and non-profit spheres, and the study relied on respondent’s recollections of past lived experiences.

My analysis suggests that this unique blend of competencies, themes, and behaviors enables leadership effectiveness within the healthcare, manufacturing, and professional services industries.

Contributions to leadership development literature through empirically rigorous, scientific study with executive leaders in the field suggest that emotional intelligence competencies are differentiators of executive performance and propose that executive development opportunities include multiple dimensions of emotional intelligence.

Executives exert a pervasive influence on the organizations they lead. As such, scholars have long considered how to calibrate the risks inherent in executive decision making, often relying on incentives and compensation to calibrate executive risk behavior. However, there are shortcomings that reduce the efficacy of this approach, largely because incentives and compensation do not alter the work environment itself, which play a significant role influencing executive risk behavior. Consequently, in this chapter, we propose a conceptualization that integrates executive risk-taking with work design, framing three central features of the strategic leader job and work environment that may be manipulated to channel and shape executive risk-taking. Specifically, accountability, discretion, and relationships are proposed as the key higher-order characteristics of the executive work context, and they are examined with respect to optimal calibration in order to maximize both executive performance and well-being, as well as organizational coordination and control. Implications of this conceptualization and directions for future research are discussed.