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The aim of this article is an analysis of the links between race and psychotic illness, psychiatric diagnosis and treatment, as well as psychiatric, police and prison violence against people with mental health problems. The analysis focuses on Black men who are more frequently diagnosed with schizophrenia and other psychotic disorders and who face more brutal treatment than other people with such diagnoses. We have adopted a multidisciplinary approach which draws insights from psychiatry, psychology, and sociology and challenges the biologistic interpretation of “mental illness.” We take into account the United States and Britain – two countries with large Black minorities and an established tradition of research on these groups. Among the crucial findings of this study are the facts that racial bias and stereotypes heavily influence the way Black men with a diagnosis of psychotic illness are treated by the psychiatric system, police and prison staff, and that the dominant approach to psychosis masks the connections between racism and mental health.

This chapter starts from the assertion that leading is a physically demanding activity. The challenges associated with it arise from at least three sources: as a response to ambiguous ‘wicked’ problems taking the lead necessitates moving into unknown situations; followers’ projections and the leader’s conscious or unconscious desire to fulfil them create psychological and emotional pressure and leaders often work in isolation. These realities of leading create physical stress that can result in disrupted sleep, digestive ailments and over-reliance on food and alcohol for short-term relief. Conscious breathing is introduced as a way of mitigating these physical effects. Such breathing can halt the vicious cycle of feeling stressed because one is breathing shallowly and breathing shallowly because of feeling stressed. Additionally, it can reduce the sense of time pressure by introducing an experience of greater spaciousness and provide a means whereby the leader can access her or his ‘best self’ in meeting the demands of the role. The ideas are illustrated through a case study of a senior executive who successfully used conscious breathing practices to transform the way in which he led his team.

Purpose: This chapter aims to identify and evaluate the various components of business model disclosures in an Integrated Report and ascertain how the notion of business model is perceived among practitioners.

Need for the Study: According to previous research, the International Integrated Reporting Council’s (IIRC) objective of improving corporate reporting by encouraging organisations to disclose their business model has not found the desired recognition. Therefore, the study elaborates on the various components of business model reporting and their implications on corporate reporting in general.

Methodology: A review of literature was conducted to identify and analyse research based on business models and their disclosures in integrated reporting. A narrative review was undertaken for selected literature.

Findings: The findings suggest that most large-sized organisations use integrated reporting for impression management and are not inclined to disclose too much about their business models for fear of competition. There is still a lack of clear understanding of what a business model should entail.

Practical Implication: This study adds to the research on business model disclosures in integrated reporting. Voluntary disclosure and a better understanding of such disclosures will prepare organisations of all sizes and industries for an event when Integrated Reporting becomes statutory.