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The purpose of this paper is to explore the role of connective leadership in the promotion of employee goal commitment, and to determine whether conflict can mediate the relationship between connective leadership and goal commitment during the integration of mergers and acquisitions (M & A).

The study draws on survey data (n=255) from Chinese employees who work for 12 native M & A enterprises. Structural equation modeling and regression analysis are applied to analyze the data.

The results show that connective leadership is positively related to employee goal commitment (p < 0.01). In addition, relationship conflict partially mediates the relationship between connective leadership and employee goal commitment. Task conflict fully mediates the relationship between connective leadership and employee goal commitment.

This study introduces connective leadership into M & A and may contribute to the literature related to connective leadership and M & A integration as well as the literature focussed on goal commitment, especially antecedents of goal commitment.

Because of the paucity of information about what and how Chinese leadership styles contribute to organizational success, this study aims to elucidate Chinese leadership styles with reference to Confucian and Daoist schemata, relate them to organizational success, and explicate the relationships by exploring a grounded theory.

To obtain such knowledge, this study applies a grounded theory approach to analyzing interview data from 11 Hong Kong Chinese CEOs.

Results delineated the Chinese leadership styles based on relationship building, virtuous practice, hierarchical and centralized organization, and humility and self‐effacement. These practices were conducive to trust, cooperation, competence, and other achievements in the staff. The contributions of the Chinese leadership styles tend to reflect a security theory in that sustaining followers' security appears to mediate leadership practices and their outcomes.

Because the tradition of Confucian and Daoist teachings can be a basis for successful Chinese leadership styles, the teachings can still be valuable for leadership development today.

The purpose of this study is to explore the reasons why international accounting students in higher education in Australia do not accept leadership roles in academic teams, considering the importance employers attach to leadership and teamwork graduate attributes.

Adopting the Keating et al. (2014) ready, willing and able (RWA) leadership framework, this qualitative study uses a narrative textual approach to analyse the data from responses to open-ended questions recorded in interviews with a sample of Master of Professional Accounting (MPA) students (N = 12) undertaking leadership-in-team roles in a management and cost Accounting unit (N = 110) within an Australian higher education accounting program.

The results of this study suggest that a lack of past work experience disadvantages accounting students in being ‘ready’ to adopt leadership roles in teams. Self-interested behaviour results in students not being ‘willing’ to adopt leadership roles. Students perceive business simulation and work-integrated learning activities to hold the potential to improve their ‘ability’ to lead.

The study offers a conceptual schema for student leadership development, suggesting that accounting curricula in higher education should include the assessment of scaffolded leadership development activities. Mentorship roles in academic teams should also be explored.

To the authors’ knowledge, this is the first application of the RWA framework to explore accounting students’ predisposition to accepting leadership roles in teams. Informed by the student narrative, the authors offer a future focused RWA schema as a practical guide for educators to embed leadership development in the accounting curriculum.

This paper aims to explore how the characteristics of outstanding leaders promote dispersed leadership through the beliefs and experience of leaders in some of the UK's best known organizations.

Drawing on in‐depth qualitative interviews with 70+ leaders, interviews with direct reports and interviews with more senior leaders carried out between 2008 and 2010, the paper contrasts the approaches to leadership that distinguish high performing leaders from their peers and how these approaches create the climate for devolved leadership.

The paper highlights the key differences that distinguish outstanding leaders and explores how these differences create climates of empowerment that enable dispersed and devolved leadership to flourish. The paper argues that devolved leadership is not a haphazard process but involves leaders in deliberately creating the right conditions.

The paper presents the core characteristics of outstanding leaders and how they can not only produce better performing organizations, but also create more robust organizations with more capable, autonomous and innovative employees to help identify and develop leadership populations.

There is a clash between a focus on the leader and a concern for dispersed leadership in organizations. They seem to be opposing views of leadership – one focused on the individual, the other the collective. This paper assimilates these two perspectives and shows how a certain style of leader embeds leadership.

The purpose of this paper is to synthesize the existing evidence on leadership that best matches nursing home care, with a focus on behaviors, effects and influencing factors.

A narrative review was performed in three steps: the establishment of scope, systematic search in five databases and assessment and analysis of the literature identified.

A total of 44 articles were included in the review. The results of the study imply that a stronger focus on leadership behaviors related to the specific context rather than leadership styles could be of added value in nursing home care.

Only articles applicable to nursing home care were included. The definition of “nursing home care” may differ between countries. This study only focused on the academic literature. Future research should focus on strategies and methods for the translation of leadership into behavior in practice.

A broader and more conceptual perspective on leadership in nursing homes – in which leadership is seen as an attribute of all employees and enacted in multiple layers of the organization – could support leadership practice.

Leadership is considered an important element in the delivery of good quality nursing home care. This study provides insight into leadership behaviors and influencing contextual factors specifically in nursing homes.

The purpose of this paper is to explore leadership effectiveness, with reference to nurses in the UK National Health Service (NHS).

The paper is literature based. It explores the history and policy background to nurse leadership. It reviews a range of approaches to leadership and applies the theoretical findings to the case study of nurse leaders

The paper suggests there are several inter‐related aspects to consider in relation to developing the effectiveness of nurse leaders – these may be grouped around: developing core competencies; developing emotional intelligence; developing readiness and motivation; developing contextual sensitivity; and developing clinical innovation and change.

The paper discusses the implications of the findings for the leadership development of nurses and makes recommendations.

The paper attempts to incorporate the insights from a variety of different approaches to leadership and apply them to nurse leaders in the UK NHS.

This paper critiques how the member states adopted the United Nations (UN) Sustainable Development Goals (SDGs) in a concerted effort to improve the lives and meet the basic needs of all global citizens. COVID-19 has been an unexpected precipitous monitoring system that has exposed the current implemented policies and systems, begging the question, “are these goals failing?” Furthermore, may it be equated to failed leadership on a global scale? The UN 17 SDGs is an urgent call for union by all countries – developed and developing – recognizes that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality and spur economic growth. This paper is central to addressing the shortcomings of UN leadership and multilateral organizations. The UN coordinates multilateral organizations' actions in reaching the most marginalized communities (United Nations, 2015). Hence, these outcomes have become more distant to those without means and most in need, a likely consequence of program failure and our globalized world. The pandemic has taught us national solutions to global problems fall short and may only exacerbate the outcome. The authors approach this as a failure of global leadership. The UN's pledge to “Leave No One Behind” has undermined its commitment to poverty and inequalities of racism and sectarianism. The UN staff are often unprepared to deal with the issues they have contributed to. They continue to perpetuate the inequalities that stem from racism and discrimination even though the pledge is to leave no one behind. The 17 SDGs are designed to impact citizens' health and livelihood. The goals have direct and indirect effects on women, children and the most marginalized groups residing in urban cities across the globe. This article examines systemic racism and the UN and its impact on the SDGs’ agenda.

This article proposes a human-centered approach to address leadership inadequacies in a global public leadership institution using a literature review and contemporary cases.

This article argues a premise for the UN institutions to adapt their leadership approaches to better understand the global communities with whom they serve.

This article is directed to multi-lateral leaders and governments in hopes to expose inequities and hypocrisies in order to advance more inclusive and culturally responsive approaches to tackle the most challenging social issues the world faces.

This article draws on current events of racism that challenge one of the largest global institutions and can potentially undermine the achievement of meeting the 2030 UN SDGs for any country.

The purpose of this study is to investigate the role of connective action characterised by interconnection and personal communication on social media (SM) for participating in collective action in the physical world of social movements.

A research model is developed integrating different modes of connective action into the social identity model of collective action (SIMCA) to investigate pathways to participating in offline collective action (CA) from an individual perspective. Following a survey design approach, data collected from 194 respondents in the background of Egypt's social movements are examined using partial least squares (PLS) path modelling and mediation analyses.

The authors' main results reveal that interactive socialisation (IS) on SM provides an important momentum for the user to internalise (consume) and externalise (share) content online from a social learning perspective. In terms of translating these activities to participating in offline CA, the authors find support for two independent causal chains: An “instrumental” chain building on content externalisation (CE) and efficacy considerations and an “obligatory” chain based on content internalisation (CI) and collective identity.

The authors' results highlight the individual-level origins of offline mobilisation in social movements, which are not only grounded in social-psychology, but also develop out of interrelated connective actions supporting social learning. Prior work has mainly conceptualised the value of SM in social movements for online political communication. The authors' conceptualisation is novel in terms of integrating online and offline behaviours with social-psychological perspectives and the application with primary data in a protest movement context that heavily relied on connective actions for offline mobilisation.